August 25, 2026
What does strong operational capability require in an uncertain world?
Industrial companies operate in an environment where markets are changing rapidly, technology continues to evolve, and competency requirements are constantly increasing. At the same time, automation, digitalization, IoT, predictive analytics, AI & data utilization, sustainability requirements, recourse efficiency, and access to skilled talent are all shaping business performance simultaneously.
Today, few industrial organizations can realistically develop all the expertise they need in-house. Success is no longer about individual solutions. It is about combining people, operating models, technology, and expertise in a way that strengthens operational capability both today and in the future.
“Through our work with customers in maintenance, asset management, and production development, we see that the factors affecting an organization’s overall operational capability become visible in maintenance. The strongest organizations do not build their capability around a single solution. Instead, they combine their own expertise, specialized partner capabilities, and new technological solutions in a way that supports long-term performance. Ultimately, success is not only about implementing new solutions, it is about turning change into everyday practice. This is why industrial service partners play an increasingly important role in helping organizations build these capabilities,” says Anssi Marttila, Senior Vice President at Quant.
Operational capability cannot depend on a few individuals
Industrial companies must maintain reliability, improve production performance, and adopt new technologies simultaneously. Yet for many organizations, the biggest challenge is not a single equipment failure or production disruption. A greater challenge is that critical knowledge and expertise are concentrated in the hands of too few people.
“In many industrial organizations, the challenge is not only related to technology or equipment, but to the availability and transfer of knowledge. Operational capability is not determined by how much expertise an organization possesses, but by how effectively it can utilize and develop that expertise as requirements evolve. At its best, external expertise does not replace the customer’s own capabilities. It helps strengthen them by bringing new perspectives, experience, and operating models that support continuous development,” Marttila explains.
Operational capability depends on people focusing on the right things
In the long run, operational capability is not built on how effectively problems are solved, but on how rarely the same problems need to be solved again. One of the most common observations in industrial environments is that constant urgency is not always caused by a lack of resources. More often, the underlying issue is that operating models do not sufficiently support systematic and proactive ways of working.
The most reliable organizations actively create time for anticipation, development, and long-term decision-making. This requires both clear operating models and the ability to leverage external expertise where it creates the greatest business value.
“In many industrial companies, maintenance teams are doing a tremendous amount of valuable work, but too much of their time is spent managing urgent issues instead of focusing on long-term development. The role of an industrial service partner is not to create more activity, but to help organizations focus their time and expertise on the things that create the most value by bringing the right expertise, proven practices, and new perspectives into daily operations,“ says Marttila.
Operational capability requires visibility and continuous renewal
Organizations with strong operational capability stand out by their ability to create a clear picture from the information available and use it to support decision-making. In many companies, information is scattered across different systems, teams, and functions. Often, the risk is not an isolated mistake or disruption, but the fact that operating models, competencies, and capabilities fail to evolve at the same pace as the surrounding environment.
This is why the most reliable organizations continuously evaluate their operations, seek new perspectives through external expertise, and build visibility into the factors that influence production performance and long term competitiveness.
“One of the most common observations across different production environments is that the greatest development opportunities rarely relate to the amount of information available. They relate to how effectively information is turned into decisions and practical action. Production sites that combine relevant information, expertise, and continuous improvement as part of their daily operations are typically able to improve reliability, performance, and competitiveness faster than others,” Marttila notes.
The strongest organizations build capabilities, not just solutions
Uncertainty is not going away. Markets continue to evolve, technology advances, and competency requirements increase. At the same time, companies must maintain operational reliability, improve production performance, and make decisions faster than ever before.
Competitive advantage is therefore not built solely by solving today’s challenges. It is built by strengthening the capabilities that enable us to adapt, evolve, and maintain strong operational performance in the future.
“The factors that influence an organization’s broader operational capability often become visible first in maintenance and asset management. In our experience, the strongest organizations do not focus only on solving today’s challenges. They systematically build the capabilities that will support future reliability, performance, and competitiveness. This is where industrial service partners are playing an increasingly important role,” Marttila concludes.
