“We have yet to develop a substitute for water”

man-hand-garden-growthHow true is this today?

For a long time, I agreed with my friends in the water and wastewater business, that their assets were largely immune from technological change and that, in fact, such change as we were likely to see, eg, improvements in trenchless technology, would be to their management benefit.  However, recent developments throw this easy, and comforting, assumption into question. Prolonged drought in Australia over a number of years has led to many changes to reduce our consumption of water (from the simple brick in the cistern to changing garden design to policies restricting the use of hoses for hosing down driveways and washing cars) and, in Canada, councils are struggling with pricing models that are not able to adjust to demand reduction brought about by environmental conservation.  And now, consider the nanotechnological toilet.  This is a toilet that does not need water, a sewage system or external power but instead uses nanotechnology to treat human waste, produce clean water and keep smells at bay, which is being developed by a British university.

Todays question:

What other changes (technological, cultural, environmental) are impacting our demand for what is shaping up to be the 21st century’s scarcest resource, and how is our infrastructure changing (or how does it need to change) to meet the challenge?

Again, links are welcome so that we can expand our media awareness, but please provide a brief summary so that following the link is optional, and limit links to two or the system may think that you are spam and throw you out!

New Technology is exciting, but is it enough?

books-1012088_640What is involved in putting new technology to work? 

She waited patiently for the train, a small girl, slight of build with an enormous stack of books almost as heavy as she, the books she needed that day at University.  I felt sorry for her. That was 20 years ago. Today technology makes it possible for that heavy load to be reduced to one tablet. However to apply the technology requires changes in business models (University lecturers supplement their incomes by writing books that become requisite texts), in intellectual property rights, in methods to deal with plagiarism (which is so much easier with digital texts), etc.  These problems are being overcome and Universities today are a far cry from those of 20 years ago.  But when we consider the impact of technology change we must also take these cultural and organisational adjustments into account and tracking trends in cultural change is as important as tracking changes in technology change. For example, a friend who runs a large accountancy firm declared, over ten years ago, that when computers were able to respond to voice commands, he would immediately change all the computers in his office. He didn’t type himself and so voice command control would, he believed, be a benefit. However, his most efficient and dedicated staff that were responsible for data input were a group of women, around 35 – 50 years of age, all of whom were experienced keyboard operators. I queried how willing – and able – they would be to change their method of operating. His company has yet to use voice activation. (And given the problems raised by Geoff Hudson, referenced in the last post, other issues will need resolution before it does.)

So our question today concerns trends in cultural change.

What trends have you observed? How are they affecting technology and our demand for infrastructure?

Media links welcome.

Infrastructure is a means to an end – but it is not the only means

pexels-photo-66134Infrastructure is a means to an end – but it is not the only means.

As ends change, traditional infrastructure may not even be the best means. In ‘Talking Infrastructure’ we consider technological, demographic, environmental and other change and its impact on criteria for infrastructure decision-making.

Do we really want a road – or do we want to get from A to B?  And what is so attractive about B anyway? Is it where we want to work, or shop, or play?  Technology today is changing how we do all three. The key to understanding what technology can do, and how fast it can do it, is to recognise that it must be accompanied by cultural or organisational change. For example, Geoff Hudson, speaking on the ABC radio show, Okham’s Razor, argued that technology has made it possible for effective working from home for many years now and yet few businesses use it. He puts forward a detailed and fascinating plan for overcoming disadvantages currently experienced – lack of connection, suspicion, lack of control amongst others.  ‘OK, so it is possible’ you might say, ‘but why bother?’  The answer lies in the interconnection of the new digital technology and physical infrastructure.  We build more roads every year, yet congestion gets worse, commute times get longer, house prices in the cities rise and become unaffordable for many. Now ask yourselves, as we adopt voice instruction for our computers over keyboards, can our open space offices cope? Working from home can aleviate many problems – if we can solve the cultural and organisational problems.

So our first question, designed to expand awareness, is this: 

Which technologies  – e.g. iPhones, driverless cars, 3D printing, nanotechnology, bio-technology, you name it, are likely to increase the demand for roads and which are likely to reduce it – and why?

Links welcome but provide a brief summary for each so that following the link is optional and limit them to two links or the system may think you are spam and throw you out!

The 1-2-3 of Strategic Asset Management

Tape MeasureStrategic Asset Management doesn’t have to be difficult.  It can be as simple as 1-2-3.

  • One principle
  • Two types of question
  • Three asset measures

The One Principle: All strategic questions are portfolio questions

In other words if the question you are asking relates to a particular asset or just one part of a portfolio it is an operational or a tactical question to be dealt with by managers at that level. Strategic questions, that is portfolio level questions, need to be addressed ‘at the top’.

The Two Types of Strategic Questions – Direction Questions and Decision Questions

Direction Questions are those that help the agency see its current position and the direction it is moving in, and the direction it wishes to move in
Decision Questions are those that evaluate a particular capital proposal (new, renewal, modification or disposal) – but always in the light of the total portfolio.

The Three Asset Measures

1. Capacity – answering the question “how much?”
2. Condition – answering the question “what state is it in?”
3. Suitability – answering the question “how fit for purpose?” or “how effective?”

All three measures need to consider the context of the question, for example, when answering the ‘how much’ question we are simultaneously looking at ‘how much do we need’ and ‘how much have we got’. Knowing one without the other gives no basis for action. Similarly ‘what state is it in’ must be answered in the light of ‘what state do we need it to be in’. And ‘how fit for purpose?’ means understanding the requirements of the desired purpose.

For today’s Infrastructure Decision Making, a key question is:

How long do we WANT it to last?

All contexts have an implied time line. We used to believe that this time line was, effectively infinite, or at the least, very long. We would aim for ‘sustainability’ interpreted as keeping the asset operational for as long as possible.

Today, our strategic decision-making requires realising that this effectively infinite time line no longer applies.

Much more effort is now required to determine not only how long could it last, but how long – in the light of changing demand and supply – do we need it to last. This could well be the most significant strategic asset management decision that we now make.

Feel free to post your comments and questions