Prioritized barriers by category with practical implications
| Category | Barrier | Global weight (%) | Rank | Short-term interventions | Long-term strategies |
|---|---|---|---|---|---|
| Structural | Lack of qualified personnel | 9.8 | 1 | Conduct AMS-specific skill audits and reallocate non-clinical asset tasks to technical and support roles | Establish dedicated AMS roles and collaborate with educational institutions to develop AMS certification and training pathways |
| Human Resources | Overworked employees | 8.5 | 2 | Reassign administrative duties from the clinical staff to the AMS to clarify roles and reduce overload | Integrate AMS into human resource planning and hire or train dedicated AMS coordinators |
| Strategic | Deficient leadership | 7.6 | 3 | Brief senior leaders on the impact of AMS using data on risk, cost, and compliance | Include AMS in executive performance KPIs and embed it into institutional strategic plans |
| Structural | Lack of financial support | 7.1 | 4 | Highlight the ROI of lifecycle asset decisions and identify short-term savings | Allocate dedicated AMS budgets and include AMS in long-term capital investment strategies |
| Structural | Lack of time | 5.8 | 5 | Prioritize AMS activities with the highest operational value and reduce duplicative documentation | Schedule dedicated AMS review cycles and integrate AMS planning into daily workflows |
| Strategic | Lack of clear guidelines and strategies | 5.3 | 6 | Co-develop interim AMS guidelines that are adapted to the local context | Develop and implement strategic asset management plans (SAMPs) that align with ISO 55000 standards |
| Human Resources | Insufficient knowledge of employees | 4.9 | 7 | Conduct an introductory training session on AMS concepts and lifecycle value | Integrate AMS topics into continuous professional development and clinical training programs |
| Human Resources | Lack of training and education of employees | 4.5 | 8 | Hold sessions that focus on the asset lifecycle, maintenance planning, and ISO standards | Incorporate AMS training into orientation and continuing medical education (CME) programs |
| Strategic | Misunderstanding of asset management by top management | 4.2 | 9 (tie) | Use case studies and analogies relevant to healthcare to illustrate AMS principles | Include AMS in leadership development programs and create executive awareness initiatives for AMS |
| Strategic | Lack of consistency of objectives | 4.2 | 9 (tie) | Facilitate strategic alignment workshops for different departments | Incorporate AMS goals into organizational performance frameworks and strategy maps |
| Category | Barrier | Global weight (%) | Rank | Short-term interventions | Long-term strategies |
|---|---|---|---|---|---|
| Structural | Lack of qualified personnel | 9.8 | 1 | Conduct AMS-specific skill audits and reallocate non-clinical asset tasks to technical and support roles | Establish dedicated AMS roles and collaborate with educational institutions to develop AMS certification and training pathways |
| Human Resources | Overworked employees | 8.5 | 2 | Reassign administrative duties from the clinical staff to the AMS to clarify roles and reduce overload | Integrate AMS into human resource planning and hire or train dedicated AMS coordinators |
| Strategic | Deficient leadership | 7.6 | 3 | Brief senior leaders on the impact of AMS using data on risk, cost, and compliance | Include AMS in executive performance KPIs and embed it into institutional strategic plans |
| Structural | Lack of financial support | 7.1 | 4 | Highlight the ROI of lifecycle asset decisions and identify short-term savings | Allocate dedicated AMS budgets and include AMS in long-term capital investment strategies |
| Structural | Lack of time | 5.8 | 5 | Prioritize AMS activities with the highest operational value and reduce duplicative documentation | Schedule dedicated AMS review cycles and integrate AMS planning into daily workflows |
| Strategic | Lack of clear guidelines and strategies | 5.3 | 6 | Co-develop interim AMS guidelines that are adapted to the local context | Develop and implement strategic asset management plans (SAMPs) that align with ISO 55000 standards |
| Human Resources | Insufficient knowledge of employees | 4.9 | 7 | Conduct an introductory training session on AMS concepts and lifecycle value | Integrate AMS topics into continuous professional development and clinical training programs |
| Human Resources | Lack of training and education of employees | 4.5 | 8 | Hold sessions that focus on the asset lifecycle, maintenance planning, and ISO standards | Incorporate AMS training into orientation and continuing medical education (CME) programs |
| Strategic | Misunderstanding of asset management by top management | 4.2 | 9 (tie) | Use case studies and analogies relevant to healthcare to illustrate AMS principles | Include AMS in leadership development programs and create executive awareness initiatives for AMS |
| Strategic | Lack of consistency of objectives | 4.2 | 9 (tie) | Facilitate strategic alignment workshops for different departments | Incorporate AMS goals into organizational performance frameworks and strategy maps |