---
title: "Industrial asset performance mistakes | BBA"
date: 2026-08-12T08:32:00-04:00
author: Maelle Benoit
canonical_url: "https://www.bbaconsultants.com/en-ca/insights/four-mistakes-that-can-harm-the-future-performance-of-industrial-assets"
section: Publications
---
Developing a new industrial facility involves countless technical, financial and organizational decisions. Yet, despite significant investments and rigorous project execution, some organizations struggle to achieve expected results after the asset is up and running, whether that means improved performance, better cost control, greater operational efficiency or stronger returns on investment.

After more than 30 years of supporting industrial companies with their projects, Caroline Provost, Director, Operational Strategy Implementation, has developed a deep understanding of what drives asset success. Her experience has taught her that many challenges stem from decisions that would have benefitted from incorporating operational needs, organizational capabilities and business objectives at an earlier stage.

Today, she’s sharing four common mistakes, their impact on future asset performance and, most importantly, how to avoid them.

 

1. ## Mistake No. 1: Waiting too long to define the operational model 
    
    Many organizations only define their operating model, meaning the work methods, roles, decision-making practices and governance structures that will support daily asset operations, after major design decisions have already been made. Their focus is often on advancing the project quickly by prioritizing feasibility, costs and technologies, while addressing operational issues later.
    
    “However, the way an organization intends to operate an asset has a direct impact on many decisions,” explains Caroline Provost. “When planning occurs too late, opportunities to make adjustments become limited, compromises become more frequent and achieving long-term performance targets becomes far more difficult. Teams are often forced to adapt their work methods to an asset that wasn’t designed with their operational needs in mind.”
    
    So, organizations need to define their future operating model as early as possible to ensure today’s design decisions support tomorrow’s business, performance and operational goals, especially for production, cost control, reliability and the quality of operational decisions.
2. ## Mistake No. 2: Selecting technology before defining the operational vision 
    
    Organizations have more technology options than ever before, and project teams often face intense pressure to incorporate the latest innovations quickly. However, adopting advanced technology doesn’t necessarily guarantee better operational performance.
    
    When organizations select their tools before defining how they intend to operate an asset, they risk investing in solutions that are difficult to integrate or poorly suited to operational realities. Technology only creates value when it addresses a clearly identified need and fits naturally within the operating environment.
    
    Organizations should instead begin by asking: What kind of operational experience do we want to create, what capabilities do we need to develop, and what results are we trying to achieve? Technology choices must support that vision, not drive it.
3. ## Mistake No. 3: Working in silos throughout the project 
    
    Industrial projects involve a wide range of stakeholders, including business teams, project managers, engineers, technical specialists, future operations teams and external partners.
    
    Each group brings essential expertise to the table. However, when decisions are made independently rather than collaboratively, conflicting objectives or misaligned priorities can emerge.
    
    For example, a technically optimal decision may complicate future operations. Likewise, a business focus may significantly impact design, operating costs or risk management. Without a shared vision and clear governance, decisions can pull the project in different directions and compromise operational objectives.
    
    The most successful projects strike the right balance between engineering choices, business decisions and operational needs from the outset. They are based on a shared vision and establish clear governance.
4. ## Mistake No. 4: Underestimating the transition to operations
    
    Construction completion is often seen as the project’s finish line. In reality, it marks the beginning of a new phase. To operate a new asset successfully, organizations must prepare their teams, develop the necessary skills, establish new processes, adapt governance structures, integrate new work tools and adopt new operational practices.
    
    These capabilities should be developed gradually throughout the project, not after delivering the asset. Otherwise, the startup phase may take longer, cost more and prove more complex than expected, which could slow progress toward objectives.
    
    Organizations must also recognize that some adjustment will always be required after commissioning. Those that prepare early are generally better equipped not only to reach target performance levels sooner, but also to sustain those results over time, adapt them to changing operational needs and support continuous improvement throughout the asset life cycle.
5. ## These four mistakes reveal that planning for future operations often begins too late.
    
    “We spend a great deal of time thinking about how to build an asset, but not enough time about how to operate it. After major design decisions have been made, it becomes much harder to adapt the asset to the real needs of the teams that will ultimately be operating it.”
    
    For organizations that want to maximize the value of their investments, the key is to establish the right conditions from the outset. That means aligning business strategy, operational design, organizational capabilities and technologies to ensure the asset can deliver value effectively and sustainably.
 
This content is for general information purposes only. All rights reserved ©BBA

 

    1. ![Caroline provost](https://www.assets.bbaconsultants.com/bba-production-assets/production/images/avatars/_size_avatar/208557/Caroline-provost.webp)   
    
     Caroline Provost P.Eng.
    
    Director, Operational Strategy Implementation
    
         Read bio   [  ](https://www.linkedin.com/in/caroline-provost-50186948/)  With over 25 years of experience, Caroline Provost leads complex transformation initiatives in mining and industrial environments. She connects strategy and execution to improve operational performance and organizational alignment, combining technical expertise with strategic advisory capabilities.
    
    **Key expertise and certifications:**
    
    
    - Strategic advisory and organizational transformation
    - Integrated Operations (IO) and Integrated Remote Operations Centre (IROC)
    - Operating models, governance and decision-making frameworks
    - Transformation roadmaps and operational readiness
    - Professional Engineer (OIQ)
    
    **Major projects:**  
    Transformation mandates in mining and industrial environments, including development of operating models, alignment of stakeholders, and structuring of large-scale initiatives to improve performance and execution.
    
    **Approach and added value:**  
    Caroline applies a structured and pragmatic approach that aligns stakeholders, clarifies decision-making, and translates strategy into executable actions that improve performance and support informed decision-making.
 
 

  

  

 

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- [  17 Jun 2026 
    
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         Pierre Boucher, P.Eng.
        
        Senior Engineer, Operational Technology and Infrastructure
     
       
    
     
    
      ](https://www.bbaconsultants.com/en-ca/insights/industrial-data-platforms-building-a-solid-foundation-to-optimize-your-operations "Industrial data platforms: building a solid foundation to optimize your operations")
 
 

       

 

 [ See all 

 ](https://www.bbaconsultants.com/en-ca/insights "Go to Publications listing page") 

 

   

  Developing a new industrial facility involves countless technical, financial and organizational decisions. Yet, despite significant investments and rigorous project execution, some organizations struggle to achieve expected results after the asset is up and running, whether that means improved performance, better cost control, greater operational efficiency or stronger returns on investment.

After more than 30 years of supporting industrial companies with their projects, Caroline Provost, Director, Operational Strategy Implementation, has developed a deep understanding of what drives asset success. Her experience has taught her that many challenges stem from decisions that would have benefitted from incorporating operational needs, organizational capabilities and business objectives at an earlier stage.

Today, she’s sharing four common mistakes, their impact on future asset performance and, most importantly, how to avoid them.

 

1. ## Mistake No. 1: Waiting too long to define the operational model 
    
    Many organizations only define their operating model, meaning the work methods, roles, decision-making practices and governance structures that will support daily asset operations, after major design decisions have already been made. Their focus is often on advancing the project quickly by prioritizing feasibility, costs and technologies, while addressing operational issues later.
    
    “However, the way an organization intends to operate an asset has a direct impact on many decisions,” explains Caroline Provost. “When planning occurs too late, opportunities to make adjustments become limited, compromises become more frequent and achieving long-term performance targets becomes far more difficult. Teams are often forced to adapt their work methods to an asset that wasn’t designed with their operational needs in mind.”
    
    So, organizations need to define their future operating model as early as possible to ensure today’s design decisions support tomorrow’s business, performance and operational goals, especially for production, cost control, reliability and the quality of operational decisions.
2. ## Mistake No. 2: Selecting technology before defining the operational vision 
    
    Organizations have more technology options than ever before, and project teams often face intense pressure to incorporate the latest innovations quickly. However, adopting advanced technology doesn’t necessarily guarantee better operational performance.
    
    When organizations select their tools before defining how they intend to operate an asset, they risk investing in solutions that are difficult to integrate or poorly suited to operational realities. Technology only creates value when it addresses a clearly identified need and fits naturally within the operating environment.
    
    Organizations should instead begin by asking: What kind of operational experience do we want to create, what capabilities do we need to develop, and what results are we trying to achieve? Technology choices must support that vision, not drive it.
3. ## Mistake No. 3: Working in silos throughout the project 
    
    Industrial projects involve a wide range of stakeholders, including business teams, project managers, engineers, technical specialists, future operations teams and external partners.
    
    Each group brings essential expertise to the table. However, when decisions are made independently rather than collaboratively, conflicting objectives or misaligned priorities can emerge.
    
    For example, a technically optimal decision may complicate future operations. Likewise, a business focus may significantly impact design, operating costs or risk management. Without a shared vision and clear governance, decisions can pull the project in different directions and compromise operational objectives.
    
    The most successful projects strike the right balance between engineering choices, business decisions and operational needs from the outset. They are based on a shared vision and establish clear governance.
4. ## Mistake No. 4: Underestimating the transition to operations
    
    Construction completion is often seen as the project’s finish line. In reality, it marks the beginning of a new phase. To operate a new asset successfully, organizations must prepare their teams, develop the necessary skills, establish new processes, adapt governance structures, integrate new work tools and adopt new operational practices.
    
    These capabilities should be developed gradually throughout the project, not after delivering the asset. Otherwise, the startup phase may take longer, cost more and prove more complex than expected, which could slow progress toward objectives.
    
    Organizations must also recognize that some adjustment will always be required after commissioning. Those that prepare early are generally better equipped not only to reach target performance levels sooner, but also to sustain those results over time, adapt them to changing operational needs and support continuous improvement throughout the asset life cycle.
5. ## These four mistakes reveal that planning for future operations often begins too late.
    
    “We spend a great deal of time thinking about how to build an asset, but not enough time about how to operate it. After major design decisions have been made, it becomes much harder to adapt the asset to the real needs of the teams that will ultimately be operating it.”
    
    For organizations that want to maximize the value of their investments, the key is to establish the right conditions from the outset. That means aligning business strategy, operational design, organizational capabilities and technologies to ensure the asset can deliver value effectively and sustainably.
 
This content is for general information purposes only. All rights reserved ©BBA