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Recently, I attended several events related to the various aspects of product lifecycle management; most of them were tool-centric, explaining the benefits and values of their products.
In parallel, I am working with several companies, assisting their PLM teams to make their plans understood by the upper management, which has always been my mission in the past.
However, nowadays, people working in the business are feeling more and more challenged and pained by not acting adequately to the upcoming business demands.
The image below has been shown so many times, and every time, the context becomes more relevant.
Too often, an evolutionary mindset with small steps is considered instead of looking toward the future and reasoning back for what needs to be done.
Let me share some experiences and potential solutions.
Don’t use the P** word!
The title of this post is one of the most essential points to consider. By using the term PLM, the discussion is most of the time framed in a debate related to the purchase or installation of a system, the PLM system, which is an engineering tool.
PLM vendors, like Dassault Systèmes and Siemens, have recognized this, and the word PLM is no longer on their home pages.
They are now delivering experiences or digital industries software.
Other companies, such as PTC and Aras, broadened the discussion by naming other domains, such as manufacturing and services, all connected through a digital thread.
The challenge for all these software vendors is why a company would consider buying their products. A growing issue for them is also why would they like to change their existing PLM system to another one, as there is so much legacy.
For all of these vendors, success can come if champions inside the targeted company understand the technology and can translate its needs into their daily work.
Here, we meet the internal PLM team, which is motivated by the technology and wants to spread the message to the organization. Often, with no or limited success, as the value and the context they are considering are not understood or felt as urgent.
Lesson 1:
Don’t use the word PLM in your management messaging.
In some of the current projects I have seen, people talk about the digital highway or a digital infrastructure to take this hurdle. For example, listen to the SharePLM podcast with Roger Kabo from Marel, who talks about their vision and digital product highway.
The Marel digital product highway
As soon as you use the word PLM, most people think about a (costly) system, as this is how PLM is framed. Engineering, like IT, is often considered a cost center, as money is made by manufacturing and selling products.
According to experts (CIMdata/Gartner), Product Lifecycle Management is considered a strategic approach. However, the majority of people talk about a PLM system. Of course, vendors and system integrators will speak about their PLM offerings.
To avoid this framing, first of all, try to explain what you want to establish for the business. The terms Digital Product Highway or Digital Infrastructure, for example, avoid thinking in systems.
Lesson 2:
Don’t tell your management why they need to reward your project – they should tell you what they need.
This might seem like a bit of strange advice; however, you have to realize that most of the time, people do not talk about the details at the management level. At the management level, there are strategies and business objectives, and you will only get attention when your proposal addresses the business needs. At the management level, there should be an understanding of the business need and its potential value for the organization. Next, analyzing the business changes and required tools will lead to an understanding of what value the PLM team can bring.
Yousef Hooshmand’s 5 + 1 approach illustrates this perfectly. It is crucial to note that long-term executive commitment is needed to have a serious project, and therefore, the connection to their business objective is vital.
Therefore, if you can connect your project to the business objectives of someone in management, you have the opportunity to get executive sponsorship. A crucial advice you hear all the time when discussing successful PLM projects.
Lesson 3:
Alignment must come from within the organization.
Last week, at the 20th anniversary of the Dutch PLM platform, Yousef Hooshmand gave the keynote speech starting with the images below:
On the left side, we see the medieval Catholic church sincerely selling salvation through indulgences, where the legend says Luther bought the hell, demonstrating salvation comes from inside, not from external activities – read the legend here.
On the right side, we see the Digital Transformation expert sincerely selling digital transformation to companies. According to LinkedIn, there are about 1.170.000 people with the term Digital Transformation in their profile.
As Yousef mentioned, the intentions of these people can be sincere, but also, here, the transformation must come from inside (the company).
When I work with companies, I use the Benefits Dependency Network methodology to create a storyboard for the company. The BDN network then serves as a base for creating storylines that help people in the organization have a connected view starting from their perspective.
Companies might hire strategic consultancy firms to help them formulate their long-term strategy. This can be very helpful where, in the best case, the consultancy firm educates the company, but the company should decide on the direction.
In an older blog post, I wrote about this methodology, presented by Johannes Storvik at the Technia Innovation forum, and how it defines a value-driven implementation.
Dassault Systèmes and its partners use this methodology in their Value Engagement process, which is tuned to their solution portfolio.
You can also watch the webinar Federated PLM Webinar 5 – The Business Case for the Federated PLM, in which I explained the methodology used.
Lesson 4:
PLM is a business need not an IT service
This lesson is essential for those who believe that PLM is still a system or an IT service. In some companies, I have seen that the (understaffed) PLM team is part of a larger IT organization. In this type of organization, the PLM team, as part of IT, is purely considered a cost center that is available to support the demand from the business.
The business usually focuses on incremental and economic profitability, less on transformational ways of working.
In this context, it is relevant to read Chris Seiler’s post: How to escape the vicious circle in times of transformation? Where he reflects on his 2002 MBA study, which is still valid for many big corporate organizations.
It is a long read, but it is gratifying if you are interested. It shows that PLM concepts should be discussed and executed at the business level. Of course, I read the article with my PLM-twisted brain.
A Pessimistic Scenario of External Driving Forces and Their Internal Interrelations (Christ Seiler)
The image above from Chris’s post could be a starting point for a Benefits-Dependent Network diagram, expanded with Objectives, Business Changes and Benefits to fight this vicious downturn.
As PLM is no longer a system but a business strategy, the PLM team should be integrated into the business potential overlooked by the CIO or CDO, as a CEO is usually not able to give this long-term executive commitment.
Lesson 5:
Educate yourselves and your management
The last lesson is crucial, as due to improving technologies like AI and, earlier, the concepts of the digital twin, traditional ways of coordinated working will become inefficient and redundant.
However, before jumping on these new technologies, everyone, at every level in the organization, should be aware of:
WHY will this be relevant for our business? Is it to cut costs – being more efficient as fewer humans are in the process? Is it to be able to comply with new upcoming (sustainability) regulations? Is it because the aging workforce leaves a knowledge gap?
WHAT will our business need in the next 5 to 10 years? Are there new ways of working that we want to introduce, but we lack the technology and the tools? Do we have skills in-house? Remember, digital transformation must come from the inside.
HOW are we going to adapt our business? Can we do it in a learning mode, as the end target is not clear yet—the MVP (Minimum Viable Product) approach? Are we moving from selling products to providing a Product Service System?
My lesson: Get inspired by the software vendors who will show you what might be possible. Get educated on the topic and understand what it would mean for your organization. Start from the people and the business needs before jumping on the tools.
In the upcoming PLM Roadmap/PDT Europe conference on 23-24 October, we will be meeting again with a group of P** experts to discuss our experiences and progress in this domain. I will give a lecture here about what it takes to move to a sustainable economy based on a Product-as-a-service concept.
If you want to learn more – join us – here is the link to the agenda.
Conclusion
I hope you enjoyed reading a blog post not generated by ChatGPT, although I am using bullet points. With the overflow of information, it remains crucial to keep a holistic overview. I hope that with this post, I have helped the P** teams in their mission, and I look forward to learning from your experiences in this domain.
Last week, I participated in the annual 3DEXPERIENCE User Conference, organized by the ENOVIA and NETVIBES brands. With approximately 250 attendees, the 2-day conference on the High-Tech Campus in Eindhoven was fully booked.
My PDM/PLM career started in 1990 in Eindhoven.
First, I spent a significant part of my school life there, and later, I became a physics teacher in Eindhoven. Then, I got infected by CAD and data management, discovering SmarTeam, and the rest is history.
As I wrote in my last year’s post, the 3DEXPERIENCE conference always feels like a reunion, as I have worked most of my time in the SmarTeam, ENOVIA, and 3DEXPERIENCE Eco-system.
Innovation Drivers in the Generative Economy
Stephane Declee and Morgan Zimmerman kicked off the conference with their keynote, talking about the business theme for 2024: the Generative Economy. Where the initial focus was on the Experience Economy and emotion, the Generative Economy includes Sustainability. It is a clever move as the word Sustainability, like Digital Transformation, has become such a generic term. The Generative Economy clearly explains that the aim is to be sustainable for the planet.
Stephane and Morgan talked about the importance of the virtual twin, which is different from digital twins. A virtual twin typically refers to a broader concept that encompasses not only the physical characteristics and behavior of an object or system but also its environment, interactions, and context within a virtual or simulated world. Virtual Twins are crucial to developing sustainable solutions.
Morgan concluded the session by describing the characteristics of the data-driven 3DEXPERIENCE platform and its AI fundamentals, illustrating all the facets of the mix of a System of Record (traditional PLM) and Systems of Record (MODSIM).
3DEXPERIENCE for All at automation.eXpress
Daniel Schöpf, CEO and founder of automation.eXpress GmbH, gave a passionate story about why, for his business, the 3DEXPERIENCE platform is the only environment for product development, collaboration and sales.
Automation.eXpress is a young but typical Engineering To Order company building special machinery and services in dedicated projects, which means that every project, from sales to delivery, requires a lot of communication.
For that reason, Daniel insisted all employees to communicate using the 3DEXPERIENCE platform on the cloud. So, there are no separate emails, chats, or other siloed systems.
Everyone should work connected to the project and the product as they need to deliver projects as efficiently and fast as possible.
Daniel made this decision based on his 20 years of experience in traditional ways of working—the coordinated approach. Now, starting from scratch in a new company without a legacy, Daniel chose the connected approach, an ideal fit for his organization, and using the cloud solution as a scalable solution, an essential criterium for a startup company.
My conclusion is that this example shows the unique situation of an inspired leader with 20 years of experience in this business who does not choose ways of working from the past but starts a new company in the same industry, but now based on a modern platform approach instead of individual traditional tools.
Augment Me Through Innovative Technology
Dr. Cara Antoine gave an inspiring keynote based on her own life experience and lessons learned from working in various industries, a major oil & gas company and major high-tech hardware and software brands. Currently, she is an EVP and the Chief Technology, Innovation & Portfolio Officer at Capgemini.
She explained how a life-threatening infection that caused blindness in one of her eyes inspired her to find ways to augment herself to keep on functioning.
With that, she drew a parallel with humanity, who continuously have been augmenting themselves from the prehistoric day to now at an ever-increasing speed of change.
The current augmentation is the digital revolution. Digital technology is coming, and you need to be prepared to survive – it is Innovate of Abdicate.
Dr. Cara continued expressing the need to invest in innovation (me: it was not better in the past 😉 ) – and, of course, with an economic purpose; however, it should go hand in hand with social progress (gender diversity) and creating a sustainable planet (innovation is needed here).
Besides the focus on innovation drivers, Dr. Cara always connected her message to personal interaction. Her recently published book Make it Personal describes the importance of personal interaction, even if the topics can be very technical or complex.
I read the book with great pleasure, and it was one of the cornerstones of the panel discussion next.
It is all about people…
It might be strange to have a session like this in an ENOVIA/NETVIBES User Conference; however, it is another illustration that we are not just talking about technology and tools.
I was happy to introduce and moderate this panel discussion,also using the iconic Share PLM image, which is close to my heart.
The panelists, Dr. Cara Antoine, Daniel Schöpf, and Florens Wolters, each actively led transformational initiatives with their companies.
We discussed questions related to culture, personal leadership and involvement and concluded with many insights, including “Create chemistry, identify a passion, empower diversity, and make a connection as it could make/break your relationship, were discussed.
And it is about processes.
Another trend I discovered is that cloud-based business platforms, like the 3DEXERIENCE platform, switch the focus from discussing functions and features in tools to establishing platform-based environments, where the focus is more on data-driven and connected processes.
Some examples:
Data Driven Quality at Suzlon Energy Ltd.
Florens Wolters, who also participated in the panel discussion “It is all about people ..” explained how he took the lead to reimagine the Sulon Energy Quality Management System using the 3DEXPERIENCE platform and ENOVIA from a disconnected, fragmented, document-driven Quality Management System with many findings in 2020 to a fully integrated data-driven management system with zero findings in 2023.
It is an illustration that a modern data-driven approach in a connected environment brings higher value to the organization as all stakeholders in the addressed solution work within an integrated, real-time environment. No time is wasted to search for related information.
Of course, there is the organizational change management needed to convince people not to work in their favorite siloes system, which might be dedicated to the job, but not designed for a connected future.
The image to the left was also a part of the “It is all about people”- session.
Enterprise Virtual Twin at Renault Group
The presentation of Renault was also an exciting surprise. Last year, they shared the scope of the Renaulution project at the conference (see also my post: The week after the 3DEXPERIENCE conference 2023).
Here, Renault mentioned that they would start using the 3DEXPERIENCE platform as an enterprise business platform instead of a traditional engineering tool.
Their presentation today, which was related to their Engineering Virtual Twin, was an example of that. Instead of using their document-based SCR (Système de Conception Renault – the Renault Design System) with over 1000 documents describing processes connected to over a hundred KPI, they have been modeling their whole business architecture and processes in UAF using a Systems of System Approach.
The image above shows Franck Gana, Renault’s engineering – transformation chief officer, explaining the approach. We could write an entire article about the details of how, again, the 3DEXPERIENCE platform can be used to provide a real-time virtual twin of the actual business processes, ensuring everyone is working on the same referential.
Bringing Business Collaboration to the Next Level with Business Experiences
To conclude this section about the shifting focus toward people and processes instead of system features, Alizée Meissonnier Aubin and Antoine Gravot introduced a new offering from 3DS, the marketplace for Business Experiences.
According to the HBR article, workers switch an average of 1200 times per day between applications, leading to 9 % of their time reorienting themselves after toggling.
1200 is a high number and a plea for working in a collaboration platform instead of siloed systems (the Systems of Engagement, in my terminology – data-driven, real-time connected). The story has been told before by Daniel Schöpf, Florens Wolters and Franck Gana, who shared the benefits of working in a connected collaboration environment.
The announced marketplace will be a place where customers can download Business Experiences.
There is was more ….
There were several engaging presentations and workshops during the conference. But, as we reach 1500 words, I will mention just two of them, which I hope to come back to in a later post with more detail.
- Delivering Sustainable & Eco Design with the 3DS LCA Solution
Valentin Tofana from Comau, an Italian multinational company in the automation and committed to more sustainable products. In the last context Valentin shared his experiences and lessons learned starting to use the 3DS LifeCycle Assessment tools on the 3DEXPERIENCE platform.
This session gave such a clear overview that we will come back with the PLM Green Global Alliance in a separate interview. - Beyond PLM. Productivity is the Key to Sustainable Business
Neerav MEHTA from L&T Energy Hydrocarbon demonstrated how they currently have implemented a virtual twin of the plant, allowing everyone to navigate, collaborate and explore all activities related to the plant.I was promoting this concept in 2013 also for Oil & Gas EPC companies, at that time, an immense performance and integration challenge. (PLM for all industries) Now, ten years later, thanks to the capabilities of the 3DEXPERIENCE platform, it has become a workable reality. Impressive.
Conclusion
Again, I learned a lot during these days, seeing the architecture of the 3DEXPERIENCE platform growing (image below). In addition, more and more companies are shifting their focus to real-time collaboration processes in the cloud on a connected platform. Their testimonies illustrate that to be sustainable in business, you have to augment yourself with digital.
Note: Dassault Systemes did not cover any of the cost for me attending this conference. I picked the topics close to my heart and got encouraged by all the conversations I had.
We are happy to start the year with the next round of the PLM Global Green Alliances (PGGA) series: PLM and Sustainability. This year, we will speak with some new companies, and we will also revisit some of our previous guests to learn about their progress.
Where we talked with Aras, Autodesk, CIMdata, Dassault Systèmes, PTC, SAP, Sustaira and Transition Technologies PSC, there are still a lot of software companies with an exciting portfolio related to sustainability.
Therefore, we are happy to talk this time with Makersite, a company whose AI-powered Product Lifecycle Intelligence software, according to their home page, brings together your cost, environment, compliance, and risk data in one place to make smarter, greener decisions powered by the deepest understanding of your supply chain. Let’s explore
Makersite
We were lucky to have a stimulating discussion with Neil D’Souza, Makersite’s CEO and founder, who was active in the field of sustainability for almost twenty years, even before it became a cool (or disputed) profession.
It was an exciting dialogue where we enjoyed realistic answers without all the buzzwords and marketing terms often used in the new domain of sustainability. Enjoy the 39 minutes of interaction below:
Slides shown during the interview combined with additional company information can be found HERE.
What we have learned
- Makersite’s mission, to enable manufacturers to make better products, faster, initially applied to economic parameters, can be easily extended with sustainability parameters.The power of Makersite is that it connects to enterprise systems and sources using AI, Machine Learning and algorithms to support reporting views on compliance, sustainability, costs and risk.
- Compliance and sustainability are the areas where I see a significant need for companies to invest. It is not a revolutionary business change but an extension of scope.We discussed this in the context of the stage-gate process, where sustainability parameters should be added at each gate.
- Neil has an exciting podcast, Five Lifes to Fifty, where he discusses the path to sustainable products with co-hosts Shelley Metcalfe and Jim Fava, and recently, they discussed sustainability in the context of the stage-gate process.
- Again, to move forward with sustainability, it is about creating the base and caring about the data internally to understand what’s happening, and from there, enable value engineering, including your supplier where possible (IP protection remains a topic) – confirming digital transformation (the connected way of working) is needed for business and sustainability.
Want to learn more?
Here are some links to the topics discussed in our meeting:
- The Website – Makersite.io
- Makersite data foundation – makersite-data-foundation
- Makersite demo video – makersite-platform-demo
- Neil’s LinkedIn – neilsaviodsouza
Conclusions
With Makersite, we discovered an experienced company that used its experience in cost, compliance and risk analysis, including supply chains, to extend it to the domain of sustainability. As their technology partners page shows, they can be complementary in many industries and enterprises.
We will see another complementary solution soon in our following interview. Stay tuned.
Another year passed, and as usual, I took the time to look back. I always feel that things are going so much slower than expected. But that’s reality – there is always friction, and in particular, in the PLM domain, there is so much legacy we cannot leave behind.
It is better to plan what we can do in 2024 to be prepared for the next steps or, if lucky, even implement the next steps in progress.
In this post, I will discuss four significant areas of attention (AI – DATA – PEOPLE – SUSTAINABILITY) in an alphabetic order, not prioritized.
Here are some initial thoughts. In the upcoming weeks I will elaborate further on them and look forward to your input.
AI (Artificial Intelligence)
Where would I be without talking about AI?
When you look at the image below, the Gartner Hype Cycle for AI in 2023, you see the potential coming on the left, with Generative AI at the peak.
Part of the hype comes from the availability of generative AI tools in the public domain, allowing everyone to play with them or use them. Some barriers are gone, but what does it mean? Many AI tools can make our lives easier, and there is for sure no threat if our job does not depend on standard practices.
AI and People
When I was teaching physics in high school, it was during the introduction of the pocket calculator, which replaced the slide rule.You need to be skilled to uyse the slide rule, now there was a device that gave immediate answers. Was this bad for the pupils?
If you do not know a slide rule, it was en example of new technology replacing old tools, providing more time for other details. Click on the image or read more about the slide rule here on Wiki.
Or today you would ask the question about the slide rule to ChatGPT? Does generative AI mean the end of Wikipedia? Or does generative AI need the common knowledge of sites like Wikipedia?
AI can empower people in legacy environments, when working with disconnected systems. AI will be a threat for to people and companies that rely on people and processes to bring information together without adding value. These activities will disappear soon and you must consider using this innovative approach.
During the recent holiday period, there was an interesting discussion about why companies are reluctant to change and implement better solution concepts. Initially launched by Alex Bruskin here on LinkedIn , the debate spilled over into the topic of TECHNICAL DEBT , well addressed here by Lionel Grealou.
Both articles and the related discussion in the comments are recommended to follow and learn.
AI and Sustainability
Similar to the introduction of Bitcoin using blockchain technology, some people are warning about the vast energy consumption required for training and interaction with Large Language Models (LLM), as Sasha Luccioni explains in her interesting TED talk when addressing sustainability.
She proposes that tech companies should be more transparent on this topic, the size and the type of the LLM matters, as the indicative picture below illustrates.
Carbon Emissions of LLMs compared
In addition, I found an interesting article discussing the pros and cons of AI related to Sustainability. The image below from the article Risks and Benefits of Large Language Models for the Environment illustrates nicely that we must start discussing and balancing these topics.
To conclude, in discussing AI related to sustainability, I see the significant advantage of using generative AI for ESG reporting.
ESG reporting is currently a very fragmented activity for organizations, based on (marketing) people’s goodwill and currently these reports are not always be evidence-based.
Data
The transformation from a coordinated, document-driven enterprise towards a hybrid coordinated/connected enterprise using a data-driven approach became increasingly visible in 2023. I expect this transformation to grow faster in 2024 – the momentum is here.
We saw last year that the discussions related to Federated PLM nicely converged at the PLM Roadmap / PDT Europe conference in Paris. I shared most of the topics in this post: The week after PLM Roadmap / PDT Europe 2023. In addition, there is now the Heliple Federated PLM LinkedIn group with regular discussions planned.
In addition, if you read here Jan Bosch’s reflection on 2023, he mentions (quote):
… 2023 was the year where many of the companies in the center became serious about the use of data. Whether it is historical analysis, high-frequency data collection during R&D, A/B testing or data pipelines, I notice a remarkable shift from a focus on software to a focus on data. The notion of data as a product, for now predominantly for internal use, is increasingly strong in the companies we work with
I am a big fan of Jan’s posting; coming from the software world, he describes the same issues that we have in the PLM world, except he does not carry the hardware legacy that much and, therefore, acts faster than us in the PLM world.
An interesting illustration of the slow pace to a data-driven environment is the revival of the PLM and ERP integration discussion. Prof. Jörg Fischer and Martin Eigner contributed to the broader debate of a modern enterprise infrastructure, not based on systems (PLM, ERP, MES, ….) but more on the flow of data through the lifecycle and an organization.
It is a great restart of the debate, showing we should care more about data semantics and the flow of information.
The articles: The Future of PLM & ERP: Bridging the Gap. An Epic Battle of Opinions! and Is part master in PLM and ERP equal or not) combined with the comments to these posts, are a must read to follow this change towards a more connected flow of information.
While writing this post, Andreas Lindenthal expanded the discussion with his post: PLM and Configuration Management Best Practices: Part Traceability and Revisions. Again thanks to data-driven approaches, there is an extending support for the entire product lifecycle. Product Lifecycle Management, Configuration Management and AIM (Asset Information Management) have come together.
PLM and CM are more and more overlapping as I discussed some time ago with Martijn Dullaart, Maxime Gravel and Lisa Fenwick in the The future of Configuration Management. This topic will be “hot”in 2024.
People
From the people’s perspective towards AI, DATA and SUSTAINABILITY, there is a noticeable divide between generations. Of course, for the sake of the article, I am generalizing, assuming most people do not like to change their habits or want to reprogram themselves.
Unfortunate, we have to adapt our skills as our environment is changing. Most of my generation was brought up with the single source of truth idea, documented and supported by science papers.
In my terminology, information processing takes place in our head by combining all the information we learned or collected through documents/books/newspapers – the coordinated approach.
For people living in this mindset, AI can become a significant threat, as their brain is no longer needed to make a judgment, and they are not used to differentiate between facts and fake news as they were never trained to do so
The same is valid for practices like the model-based approach, working data-centric, or considering sustainability. It is not in the DNA of the older generations and, therefore, hard to change.
The older generation is mostly part of an organization’s higher management, so we are returning to the technical debt discussion.
Later generations that grew up as digital natives are used to almost real-time interaction, and when applied consistently in a digital enterprise, people will benefit from the information available to them in a rich context – in my terminology – the connected approach.
AI is a blessing for people living in this mindset as they do not need to use old-fashioned methods to acquire information.
“Let ChatGPT write my essay.”
However, their challenge could be what I would call “processing time”. Because data is available, it does not necessarily mean it is the correct information. For that reason it remains important to spend time digesting the impact of information you are reading – don’t click “Like”based on the tittle, read the full article and then decide.
meaning you only become experienced if you learn from failures.
Sustainability
Unfortunately, sustainability is not only the last topic in alphabetic order, as when you look at the image below, you see that discussions related to sustainability are in a slight decline at C-level at the moment.
I share this observation in my engagements when discussing sustainability with the companies I interact with.
The PLM software and services providers are all on a trajectory of providing tools and an infrastructure to support a transition to a more circular economy and better traceability of materials and carbon emissions.
In the PLM Global Green Alliance, we talked with Aras, Autodesk, Dassault Systems, PTC, SAP, Sustaira, TTPSC(Green PLM) and more to come in 2024. The solution offerings in the PLM domain are available to start, now the people and processes.
For sure, AI tools will help companies to get a better understanding of their sustainability efforts. As mentioned before AI could help companies in understanding their environmental impact and build more accurate ESG reports.
Next, being DATA-driven will be crucial. As discussed during the latest PLM Roadmap/PDT Europe conference: The Need for a Governance Digital Thread.
And regarding PEOPLE, the good news is that younger generations want to take care of their future. They are in a position to choose the company to work for or influence companies by their consumer behavior. Unfortunately, climate disasters will remind us continuously in the upcoming decades that we are in a critical phase.
With the PLM Global Green Alliance, we strive to bring people together with a PLM mindset, sharing news and information on how to move forward to a sustainable future.
Mark Reisig (CIMdata – moderator for Sustainability & Energy) and Patrice Quencez (CIMPA – moderator for the Circular Economy) joined the PGGA last year and you will experience their inputs this year.
Conclusion
As you can see from this long post, there is so much to learn. The topics described are all actual, and each topic requires education, experience (success & failures) combined with understanding of the technology concepts. Make sure you consider all of them, as focusing on a single topic will not make move faster forward – they are all related. Please share your experiences this year—Happy New Year of Learning.
Jos Voskuil's Weblog 
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