2024.04.03
Budget talks often dominate organisational strategy, but when it comes to Operational Technology (OT), it's time for a shift in perspective. This blog cuts straight to the chase, advocating for mission over budget in OT, using Maintenance and Production Engineering as benchmarks for comparison. The goal? To show why the mission should drive our financial planning, not the other way around.
In every department, the mission dictates actions and needs. For Maintenance, it's about keeping equipment running reliably. They figure out the costs based on their goal, like achieving 95% equipment availability, and ask for a budget accordingly. Production Engineering's mission revolves around innovation for better safety, productivity, and quality. Their budgeting logic is similar: define the cost needed to hit their targets.
OT supports the backbone of an organisation, different from the direct value creation seen in Production. Its mission grows clearer as its responsibilities expand, emphasising the maintenance of infrastructure. Here, the budget is a secondary concern, vital only when it serves the mission. Until then, the focus is on building a solid operational foundation.
It's all about clear expectations and accountability. If Maintenance gets half the budget they asked for, it's understood that achieving their equipment availability goal becomes challenging. The same transparency applies to every department: a full budget means there is no excuse not to meet mission objectives.
Sometimes, lines blur, like when Production changes affect OT infrastructure. Such scenarios might require shared budgets, but the principle remains - funds support the mission.
This blog argues for a fundamental shift in how we view budgeting in OT and beyond. By prioritising the mission, we ensure that budgets become tools for achieving goals, not just numbers on a spreadsheet. Let's focus on what truly matters: fulfilling our mission for organisational success.
