Four mistakes that can harm the future performance of industrial assets

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. 

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. 

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. 

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.