Enterprises manage lifecycles. They do not always manage capital.That difference is why surplus exists.
ALM optimizes for uptime. Capital management optimizes for outcome paths. Most enterprises confuse the two, leading to surplus accumulating as a persistent blind spot.
The Operational View
"How do we keep assets running?"
Focus: Use & Maintenance
The Governance View
"How do we ensure capital produces outcomes across time?"
Focus: Financial Decisions
Surplus begins when the operational job ends. At this point, ALM systems often continue to store records, but they stop governing decisions.
Who owns the asset once operations is done with it? Without capital governance, no one does.
Condition, documentation, and compliance become external value drivers, not just internal maintenance logs.
Surplus reveals whether an enterprise truly manages capital. A capital-managed enterprise can confidently answer these questions:
What assets are available across the enterprise in a trusted form?
Which assets should be redeployed versus sold, and why?
How fast must decisions be made to preserve option value?
What standards apply by asset class and risk tier?
How are outcomes measured and fed back into future decisions?
Current State
ALM keeps assets running.
Future State
Capital Lifecycle Management keeps capital coherent.
Enterprises that extend lifecycle thinking into capital decisions reduce duplication, reduce risk, and improve recovery as a routine outcome.
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