Kurt Rieger - CPEng
Kurt’s qualitative research focused on how organisations are making the transition from industrial to digital to knowledge driven economies to determine solutions to the good, bad and the ugly of organisational behaviour. The best organisations are ‘drowning’ in complexity; the rapid change in technology demands rapid response times which so far elude executives leading to ever increasing complexity in their organisation. Kurt’s search for knowledge focused on breaking the spiral of complexity and what is essential to verify and validate his innovations and inventions in his ‘Safeguard’ software, to give people time and improve the life conditions of business and its people. The difficulty; finding the time to implement transformational change from operational excellence in industrial economies to digital and knowledge driven economies, demanding life cycle risk management, underpinned by regulations.
After 30 years in the corporate world, Kurt phase changed to the supply chain to determine supplier’s relationships & behaviour with owners. Engagements provided a unique and overall insight into organizational behaviours how the overall management of the infrastructure life cycle using safety critical software affects operational risks; with a focus on understanding the relationships, barriers and agendas in:
- Operations and projects within the owner’s organisation,
- Owners and Principal Contractor
- Principal, subcontractors, sub-subcontractors in the supply chain
Determining what needs to be ‘change managed’ to adjust organisational behaviour to be competitive and sustainable in the operations phase.
Corporations are extremely sensitive about their documentation as it reflects their behavior, how they function and how changing agendas in the life cycle of an organisation inadvertently import complexity and risk into the operations phase. The difficulty is gaining the trust in having access to ‘sensitive’ documents and data about automation software, in engagements lasting 10 years over several projects, and others of equal significance lasting less than a week. Time is the enemy in managing change and outsourcing of risk is futile. Ask British Petroleum about that assumption w.r.t. the 2010 Gulf of Mexico oil platform/well disaster! In many instances acquisitions suffer the same consequences.
Kurt has unique interpersonal competencies to break through organisational entropy, knowledge silos, communication barriers and breakdowns and established trust in build win/win relationships. At the heart of learning businesses is first of all truth, and trust and a deep commitment to win-win, and when conjoined with a phase shift in organisational risk taking, which sometimes come from a mental model of win-lose, leads to organisational transformation to growth and sustainability. Kurt is committed to improving the lives and living space of people.
Engagements
Kurt deliberately worked across the fields of health, safety, environment, quality, dispute settlement, legal, cost control & time-line, to identify and resolve problems in projects such as:
- Foxboro Australia - Projects - Century Zinc mine & port facilities, Yallourn W, & Mika Creek Power
- Herman Research – Project: coal gasification research project
- ICAL/Transfield Construction - Projects: Loy Yang B Power Station, Mobil Oil Refinery maintenance, Port bulk handling facility, Clean and Dirty water treatment,
Frigate assembly hall, Transport infrastructure - Small to medium enterprises - 45 companies in multiple industries - health, transport & storage, manufacturing/machining, communications, software, services
- State Electricity Commission – major projects in power &mining, efficiency improvements, half-life refit, outsourcing, resource sharing
