The Platypus Posts 4: Learning from specific times and places


Dreamstime.com/ 191317844 © Lefteris Papaulakis

It’s always an interesting question: why do things arise when and where they do? Why Asset Management in Australia in the 1980s, when plenty of other useful asset ideas came from other places and times – reliability engineering in US commercial airlines post-war, for instance?

And when I explain where much best practice comes from, why is New Zealand such a paragon?   There are very good reasons, when you ask about the when and the where.

There is something about fundamental ideas that makes understanding the specifics important. An approach that seems like such a good idea as Asset Management – why wasn’t it more obvious, earlier, to more people? A fabulous clue as to how what seems like an obviously sensible mindset, required something major to shift. A chink in older assumptions, even culture, that let someone, something start to question, to let a new light in.

I suspect a lot of us struggle about why people resist what seems backed by logic, evidence and good sense.  But I don’t want us to go down the deep, dangerous rabbit hole that is conventional economics, making a simplifying assumption that people are ‘rational’ the way they define it – a definition which doesn’t really care why people do what they do, or how what seems ‘obvious’ in one situation doesn’t work in another, or anywhere.

And that is partly why I love physical infrastructure. One size really doesn’t fit all* – a good strategy for one kind of asset would be barking wrong for another, and even for an identical asset in a different context. And it all depends on what you are trying to achieve, specifically.

Physical assets are the opposite of idealised generalisations. Yes, there are generally good questions; but not universal good answers, at least not in my experience.

Infrastructure Asset Management is the epitome of the full appreciation of time and place.

Watch here for the publication of the first part of Penny Burns’ history of Asset Management, from its beginnings in South Australia….

*Thanks to a Bay Area shoestore billboard, and Robyn Briggs ex Pacific Gas & Electric, for this!

The Platypus Posts 3: But who understands a good Asset Manager?


© The Walt Disney Company

Appealing though it might be to be a secret hero*, like Fedora Perry – cool hat! – even this misunderstands platypuses.  The internet has plenty of cute images of things that are labelled platypuses but aren’t.

In particular, many cartoons (like Perry) show them with a beaver tail*. They are sort of like an Australian beaver, so we assume they look like them.  Even the robot platypus has a beaver tail. But platypuses have furry tails.

Once someone put a beaver tail on a platypus, it was easier for people to copy than check a photo of a real platypus*.

And I guess they were the inspiration for Fantastic Beast the niffler – and now nifflers show up in seaches for platypus images. 

And since almost no-one has ever seen a baby platypus*, fake pictures circulate (and there’s a furious debate about what they are even called).

Yes, platypuses are widely misunderstood, when people have even heard of them.

What does a good infrastructure Asset Manager really do*?

*Hint: not a lone hero, not a construction engineer, not necessarily what people think, and they don’t spring fully formed from college…

The Platypus Posts 2: We haven’t been replaced by robots yet


Dreamstime.com/ 38357225 © Bogdancaraman

One thing that puzzles me in the world is the desire of many to be more excited by what technology could do to emulate people than about people themselves.  Why are Asset Management conferences packed with papers about data, and usually silent about what human beings bring to decision-making?

Even those who should know better (because they have been there) talk about ‘data-driven’ processes; and organisations pour far more money into dumb databases than getting a better understanding of their assets.

I suspect this is partly the fetish for capital over on-going costs – and, frankly, ideological faith that it’s better to invest in ‘innovation’ than labour costs. Anything that promises to cut staff is good, no matter how much it costs to try to replace them.

Now, I am a big sci-fi fan, which generally accepts the forward march of technology. But then again, it also warns about how it can wrong, at least in the stories I read. I am not at all sure replacing people with robots benefits anyone, and not the 99% of us that don’t control how automation is used. I am not especially optimistic.

However, there is one thing I am pretty certain about, even in embracing uncertainty about the future: no-one really has any clue about how we can replace experience in managing physical assets.

I remember when I first noticed that investment in things like work management systems, or even more basic computerised processes, could lose sight of how things really work. Big IT in the 1990s in asset-world was sold as replacing some administration costs – mostly part time, middle aged women, who cost almost nothing as they were paid very little, who managed the monthly reporting, knew where the data was, what it meant to asset decision makers, and what to do with it.  And the local nerds who programmed in Fortran in their spare time, and wrote routines for their next door colleagues to do any analysis or maths required.

At least we might try to learn the lessons from the history of IT: where did it work, and why?

Which, to me, includes the question of how to think of technology as a tool to assist skilled people. Why would even want to see ourselves replaced?

The Platypus Posts 1: Why Platypus?

Design by Matt Miles, AMCL, 2020

In writing Building an Asset Management Team, Lou Cripps and I looked at the skills an effective Asset Management team requires – both technical and business understanding, good grasp of front-line experience, both system and structured thinking, a longer term perspective, emotional intelligence and communication skills, embracing uncertainty and the tools to think about risk, integrity, and enough leadership ability to get others to buy into a new way of working.

Good infrastructure Asset Management requires a tricky combination of attributes. 

Lou came up with the image of the platypus, that is very rare and not to be found on most continents. 

Instead of searching for an amphibious, duck-billed, otter-footed, egg-laying, venomous mammal that locates prey through electroreception, it’s easier to provide all the qualities we need through a complementary team.

But we still love platypuses.  Watch out for more of them in the next ten days!