The client might say that they would have to dig a large hole in the ground.
This creates a natural inertia away from any transformation of technology or approach.. Capital governance processes skew decision-making and inhibit the new..Significant investment approvals come to senior executives who rightly ask many difficult questions, while they may mistakenly expect and demand certainty.
The demands and difficulties in getting through these governance processes drive both a false optimism in justifying product demand and drive the scale of the investment; “this is our one chance, so go with what we know and go big!”.The resources needed for change (above the day-to-day).Changing platform technology could place additional demands on operations above and beyond those of securing ongoing supply and product transfer..
The compulsion to change seems not yet powerful enough to overcome these barriers or to put it another way, has not yet reached the activation energy threshold.That said, some companies are getting closer..
The compulsions to invest in capacity, whether new or replacement capacity, are clearly there.
All the companies have made strong sustainability commitments, all of them have ageing assets which over the next decade require significant investment, all of them have new products which they want to get to the market as quickly as possible.The ambition needs to link the influence with the capability and energy to deliver..
When my son was in Junior school as part of a project, we did a historic walk around my hometown, Newbury.I remember vividly reading about a workshop, just behind the Methodist Church, which during the Second World War was used to make components for the eponymous Spitfire.
Just a small reminder of the scale and organisation required to help us defeat what seemed an unbeatable enemy.The ingenuity, the leadership, the ambition, the delivery..