All companies have headline business policies irrespective of whether they are explicit or not, though clearly a well defined policy will be better communicated, however, I believe that at the heart of the asset management process is the strategy. A clear map of where we are - where we are going and how we will get there! A cyclic process of continual review and course adjustment whilst in operation will complete the process. Thus without a well defined strategic core, asset management initiatives will fail.
I don't see a lot of difference between some of the categories. Some could well be a component of another.
My point is that if any organisation expects improvement in EAM area (I assume, if no improvement is expected all that poll makes no sense) it should concentrate on assessment of the present state of Asset Management. That means analysis of business KPIs and getting to some conclusion. The feedback - whatever it is - means some decisions which will be executed with EAM Business Processes. Very few organisations use EAM Balanced Scorecards, so the relevant decisions may depend on personal criteria of the managers. Whatever decisions are taken their implementation will affect business processes, so I reckon, Asset Management Processes are always involved, so that item of the poll should be regarded as the most influencing. However, a holistic approach seems to be obvious, but one should remember that some companies have developed EAM strategies and plans only in documents for stakeholders, if they have had any...
I voted for the continuous improvement approach. The meaning of that approach, however, should include ongoing communication with major equipment suppliers to assure that the bill of material for the equipment is up to date. All other planning will fall short if replacement parts are not available to support maintenance and reliability efforts.