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December is the last month when daylight is getting shorter in the Netherlands, and with the end of the year approaching, this is the time to reflect on 2025.
For me, it has been an interesting year, and I hope it has been similar for you. I started 2025 with this post: My 2025 focus, sharing the topics that would drive my primary intentions—a quick walk through some of these topics and what to reflect on what I have learned.
Fewer blog posts
It was already clear that AI-generated content was going to drown the blogging space. The result: Original content became less and less visible, and a self-reinforcing amount of general messages reduced further excitement.
As I have no commercial drive to be visible, I will continue to write posts only when relevant to personal situations or ideas, with the intention of being shared and discussed with the readers of my posts – approximate 26 / year.
Therefore, if you are still interested in content that has not been generated with AI, I recommend subscribing to my blog and interacting directly with me through the comments, either on LinkedIn or via a direct message.
More podcast recordings
Together with the Share PLM podcast team, Beatriz Gonzales and Maria Morris, we enjoyed talking with a large variety of people active in PLM, all having their personal stories related to PLM to share—each episode ending with an experience to share and a desired takeaway for the listeners. We did it with great pleasure and learned from each episode.
You can find all the recordings from 2025 (Season 3) here.
In Season 4, we want to add the C-level perspective to our PLM and People podcast discussions.
#DataCentric or #PeopleCentric ?
It was PeopleCentric first at the beginning of the year, with the Share PLM Summit in Jerez and DataCentric in the second half of the year, with activities connected to the PLM Roadmap/PDT Europe conference in Paris.
In case you missed the excitement and lessons learned, here they are:
- The weekend after the Share PLM Summit 2025
- A week after Shaping the Future of PLM – No time to lose!
- A very long week after PLM Roadmap / PDT Europe 2025
Both topics will become even more critical due to the impact of AI tools on our day-to-day work.
Sustainability?
Already an uncomfortable term for some of us at the beginning of 2025, it has become one of the best-kept secrets of 2025. Where traditional countries and companies revert to their short-term bad habits – optimize shareholders value, there are also forward-looking enterprises that are actively rephrasing their sustainable strategies as risk mitigation strategies with the awareness that adaptation is inevitable. Better start early than too late – not a typical human strategy.
In case you are interested, I recommend you read and listen to:
And now it is time to discuss AI.
With all the investments and marketing related to AI, it is unavoidable to neglect it. For sure, it is a hype, but I believe that we are into something revolutionary for society, like the impact of the industrial revolution on our society 150 years ago.
However, there are also the same symptoms of the .com-hype 25 years ago.
Who are going to be the winners? Currently, the hardware, datacenter and energy providers, not the AI-solution providers. But this can change.
Let’s look into some of the potential benefits.
Individual efficiency?
Many of the current AI tools allow individuals to perform better at first sight. Suddenly, someone who could not write understandable (email) messages, draw images or create structured presentations now has a better connection with others—the question to ask is whether these improved efficiencies will also result in business benefits for an organization.
Looking back at the introduction of email with Lotus Notes, for example, email repositories became information siloes and did not really improve the intellectual behavior of people.
Later, Microsoft took over the dominant role as the office software provider with enhanced search and storage capabilities, but still, most of the individual knowledge remained hidden or inaccurate as it missed the proper context.
As a result of this, some companies tried to reduce the usage of individual emails and work more and more in communities with a specific context. Also, due to COVID and improved connectivity, this led to the success of Teams. And now with Copilot embedded in the Microsoft suite, I am curious to learn what companies perceive as measurable business benefits.
The chatbot?
For many companies, the chatbot is a way to reduce the number of people active in customer relations, either sales or services. I believe that, combined with the usage of LLMs, an improvement in customer service can be achieved. Or at least the perception, as so far I do not recall any interaction with a chatbot to be specific enough to solve my problem.
The risks with AI?
Now I may sound like a boomer who started focusing on knowledge management 25 years ago – exploring tacit knowledge.
Tacit knowledge is the knowledge a real expert has by combining different areas of expertise and understanding what makes sense.
Could tacit knowledge be replaced by an external model that gives you all the (correct?) answers?
In verifiable situations, we know when the model is hallucinating – but what if the scope is beyond our understanding? Would we still rely on AI, and could AI be manipulated in ways that we lose touch with the real facts?
Already, the first research papers are coming out warning of reduced human cognitive performance, e.g., this paper: Beware of Metacognitive Laziness: Effects of Generative Artificial Intelligence on Learning, Motivation, Processes, and Performance.
Combined with laziness (a typical human behavior – system 1), these results made me think of a statement made by Sean Illing:
“People love the truth, but they hate facts.”
A statement highly relevant to what we see happening now with social media – we do not think or research deep enough anymore, we select the facts that we like and consider them our truth.
What happens in our PLM domain?
In the PLM domain, companies are indeed reluctant to use LLMs directly, where some of them use RAG (Retrieval-Augmented Generation) to feed the LLM with a relevant context.
Still, the answers require human interpretation, as you cannot avoid hallucinations in your product lifecycle management processes.
As long as the results are based on inconsistent data sources that lack the relevant context, the answers are of low quality.
Meanwhile, every vendor in the PLM space is now offering AI-agents, most of the time within their own portfolio space. The ultimate dream is polygot agents (who are buying them / who are developing them) that can work together and create a new type of agility beyond traditional workflows. An interesting article in this context comes from Oleg Shilovitsky: Why Does PLM Need Task Re-Engineering Before It Can Have AI?
Still, these potential “quick” fixes create a risk for companies in the long term. Buying AI tools does not fix the foundation that is based on legacy.
In particular, related to the Shape the Future of PLM – Together workshop in Paris on Nov 4th, the consensus was that companies need to invest in understanding and implementing domain-specific ontologies and semantic models to provide a data-driven infrastructure that allows AI to make accurate decisions or valid recommendations.
You can read the summary of the event and recommendations here: Accelerating the Future of PLM & ALM on the ArrowHead’s website.
You can also read this post from Ole Olesen-Bagneux: Why will 2026 be the year of the ontologist?
Although the topics in the workshop might look “too advanced” for your company, they are crucial to transform into a long-term, sustainable, data-driven, model-based, and AI-supported enterprise.
Somewhere, you have to cross the chasm from documents to data in context.
Being busy is not an excuse, as you can also read in Thomas Nys’s LinkedIn post: Your Engineers spend 40 % of their time maintaining yesterday’s shortcuts. And you’re wondering why your AI initiative isn’t moving faster. I loved the image.
Human Resources?
The AI revolution will have an impact on society, and it is up to us individuals how well we adapt.
Remember, the first 50 – 100 years of the Industrial Revolution made only a few people extremely rich. James Watt, the Rothschild family, Andrew Carnegie, John D. Rockefeller, Cornelius Vanderbilt, J.P. Morgan, Alfred Krupp and the Schneider family became so rich due to ownership of factories and machinery, the control of raw materials (coal, iron, oil), the use of new technology (steam power, mechanization) combined with access to cheap labor and weak labor laws and limited competition early on.
Most humans moved into urbanized areas to become nothing but cheap resources, even children. And remember, many of us are still human resources!
A new conspiracy?
In 2016, Ida Auken’s lecture at the WEF created traction during COVID among people who believed in conspiracies. Her story focused on a more circular economy with respect for the Earth’s resources. The story was framed into the message:
“In the future, you will own nothing and be happy.”
The conspiracy theorist believed all their possessions would be taken away by the elite in the long term.
I want to conclude with a new message for these conspiracy theorists active on X or other discussion fora:
“In the future, you will know nothing, and you won’t be aware enough to care.”
Conclusion
2026 is going to be an interesting year, where we cannot allow ourselves to sit still and watch what is happening. Active participation is more challenging but also more rewarding than being a consumer. In May 2026, I hope to meet some of you at the Share PLM Summit in Jerez and share the human side, followed by the PDM Roadmap/PDT Europe conference in Q4 in Gothenburg, where we will catch up on the technical and data side.
I am wishing you all a wise and happy/healthy 2026
Last week, I wrote about the first day of the crowded PLM Roadmap/PDT Europe conference.
You can still read my post here in case you missed it: A very long week after PLM Roadmap / PDT Europe 2025
My conclusion from that post was that day 1 was a challenging day if you are a newbie in the domain of PLM and data-driven practices. We discussed and learned about relevant standards that support a digital enterprise, as well as the need for ontologies and semantic models to give data meaning and serve as a foundation for potential AI tools and use cases.
This post will focus on the other aspects of product lifecycle management – the evolving methodologies and the human side.
Note: I try to avoid the abbreviation PLM, as many of us in the field associate PLM with a system, where, for me, the system is more of an IT solution, where the strategy and practices are best named as product lifecycle management.
And as a reminder, I used the image above in other conversations. Every company does product lifecycle management; only the number of people, their processes, or their tools might differ. As Peter Billelo mentioned in his opening speech, the products are why the company exists.
Unlocking Efficiency with Model-Based Definition
Day 2 started energetically with Dennys Gomes‘ keynote, which introduced model-based definition (MBD) at Vestas, a world-leading OEM for wind turbines.
Personally, I consider MBD as one of the stepping stones to learning and mastering a model-based enterprise, although do not be confused by the term “model”. In MBD, we use the 3D CAD model as the source to manage and support a data-driven connection among engineering, manufacturing, and suppliers. The business benefits are clear, as reported by companies that follow this approach.
However, it also involves changes in technology, methodology, skills, and even contractual relations.
Dennys started sharing the analysis they conducted on the amount of information in current manufacturing drawings. The image below shows that only the green marker information was used, so the time and effort spent creating the drawings were wasted.
It was an opportunity to explore model-based definition, and the team ran several pilots to learn how to handle MBD, improve their skills, methodologies, and tool usage. As mentioned before, it is a profound change to move from coordinated to connected ways of working; it does not happen by simply installing a new tool.
The image above shows the learning phases and the ultimate benefits accomplished. Besides moving to a model-based definition of the information, Dennys mentioned they used the opportunity to simplify and automate the generation of the information.
Vestas is on a clear path, and it is interesting to see their ambition in the MBD roadmap below.
An inspirational story, hopefully motivating other companies to make this first step to a model-based enterprise. Perhaps difficult at the beginning from the people’s perspective, but as a business, it is a profitable and required direction.
Bridging The Gap Between IT and Business
It was a great pleasure to listen again to Peter Vind from Siemens Energy, who first explained to the audience how to position the role of an enterprise architect in a company compared to society. He mentioned he has to deal with the unicorns at the C-level, who, like politicians in a city, sometimes have the most “innovative” ideas – can they be realized?
To answer these questions, Peter is referring to the Business Capability Model (BCM) he uses as an Enterprise Architect.
Business Capabilities define ‘what’ a company needs to do to execute its strategy, are structured into logical clusters, and should be the foundation for the enterprise, on which both IT and business can come to a common approach.
The detailed image above is worth studying if you are interested in the levels and the mappings of the capabilities. The BCM approach was beneficial when the company became disconnected from Siemens AG, enabling it to rationalize its application portfolio.
Next, Peter zoomed in on some of the examples of how a BCM and structured application portfolio management can help to rationalize the AI hype/demand – where is it applicable, where does AI have impact – and as he illustrated, it is not that simple. With the BCM, you have a base for further analysis.
Other future-relevant topics he shared included how to address the introduction of the digital product passport and how the BCM methodology supports the shift in business models toward a modern “Power-as-a-Service” model.
He concludes that having a Business Capability Model gives you a stable foundation for managing your enterprise architecture now and into the future. The BCM complements other methodologies that connect business strategy to (IT) execution. See also my 2024 post: Don’t use the P** word! – 5 lessons learned.
Holistic PLM in Action.
or companies struggling with their digital transformation in the PLM domain, Andreas Wank, Head of Smart Innovation at Pepperl+Fuchs SE, shared his journey so far. All the essential aspects of such a transformation were mentioned. Pepperl+Fuchs has a portfolio of approximately 15,000 products that combine hardware and software.
It started with the WHY. With such a massive portfolio, business innovation is under pressure without a PLM infrastructure. Too many changes, fragmented data, no single source of truth, and siloed ways of working lead to much rework, errors, and iterations that keep the company busy while missing the global value drivers.
Next, the journey!
The above image is an excellent way to communicate the why, what, and how to a broader audience. All the main messages are in the image, which helps people align with them.
The first phase of the project, creating digital continuity, is also an excellent example of digital transformation in traditional document-driven enterprises. From files to data align with the From Coordinated To Connected theme.
Next, the focus was to describe these new ways of working with all stakeholders involved before starting the selection and implementation of PLM tools. This approach is so crucial, as one of my big lessons learned from the past is: “Never start a PLM implementation in R&D.”
If you start in R&D, the priority shifts away from the easy flow of data between all stakeholders; it becomes an R&D System that others will have to live with.
You never get a second, first impression!
Pepperl+Fuchs spends a long time validating its PLM selection – something you might only see in privately owned companies that are not driven by shareholder demands, but take the time to prepare and understand their next move.
As Andreas also explained, it is not only about the functional processes. As the image shows, migration (often the elephant in the room) and integration with the other enterprise systems also need to be considered. And all of this is combined with managing the transition and the necessary organizational change.
Andreas shared some best practices illustrating the focus on the transition and human aspects. They have implemented a regular survey to measure the PLM mood in the company. And when the mood went radical down on Sept 24, from 4.1 to 2.8 on a scale of 1 to 5, it was time to act.
They used one week at a separate location, where 30 of his colleagues worked on the reported issues in one room, leading to 70 decisions that week. And the result was measurable, as shown in the image below.
Andreas’s story was such a perfect fit for the discussions we have in the Share PLM podcast series that we asked him to tell it in more detail, also for those who have missed it. Subscribe and stay tuned for the podcast, coming soon.
Trust, Small Changes, and Transformation.
Ashwath Sooriyanarayanan and Sofia Lindgren, both active at the corporate level in the PLM domain at Assa Abloy, came with an interesting story about their PLM lessons learned.
To understand their story, it is essential to comprehend Assa Abloy as a special company, as the image below explains. With over 1000 sites, 200 production facilities, and, last year, on average every two weeks, a new acquisition, it is hard to standardize the company, driven by a corporate organization.
However, this was precisely what Assa Abloy has been trying to do over the past few years. Working towards a single PLM system, with generic processes for all, spending a lot of time integrating and migrating data from the different entities became a mission impossible.
To increase user acceptance, they fell into the trap of customizing the system ever more to meet many user demands. A dead end, as many other companies have probably experienced similarly.
And then they came with a strategic shift. Instead of holding on to the past and the money invested in technology, they shifted to the human side.
The PLM group became a trusted organisation supporting the individual entities. Instead of telling them what to do (Top-Down), they talked with the local business and provided standardized PLM knowledge and capabilities where needed (Bottom-Up).
This “modular” approach made the PLM group the trusted partner of the individual business. A unique approach, making us realize that the human aspect remains part of implementing PLM
Humans cannot be transformed
Given the length of this blog post, I will not spend too much text on my closing presentation at the conference. After a technical start on DAY 1, we gradually moved to broader, human-related topics in the latter part.
You can find my presentation here on SlideShare as usual, and perhaps the best summary from my session was given in this post from Paul Comis. Enjoy his conclusion.
Conclusion
Two and a half intensive days in Paris again at the PLM Roadmap / PDT Europe conference, where some of the crucial aspects of PLM were shared in detail. The value of the conference lies in the stories and discussions with the participants. Only slides do not provide enough education. You need to be curious and active to discover the best perspective.
For those celebrating: Wishing you a wonderful Thanksgiving!
This week is busy for me as I am finalizing several essential activities related to my favorite hobby, product lifecycle management or is it PLM😉?
And most of these activities will result in lengthy blog posts, starting with:
“The week(end) after <<fill in the event>>”.
Here are the upcoming actions:
Click on each image if you want to see the details:
In this Future of PLM Podcast series, moderated by Michael Finocciaro, we will continue the debate on how to position PLM (as a system or a strategy) and move away from an engineering framing. Personally, I never saw PLM as a system and started talking more and more about product lifecycle management (the strategy) versus PLM/PDM (the systems).
Note: the intention is to be interactive with the audience, so feel free to post questions/remarks in the comments, either upfront or during the event.
You might have seen in the past two weeks some posts and discussions I had with the Share PLM team about a unique offering we are preparing: the PLM Awareness program. From our field experience, PLM is too often treated as a technical issue, handled by a (too) small team.
We believe every PLM program should start by fostering awareness of what people can expect nowadays, given the technology, experiences, and possibilities available. If you want to work with motivated people, you have to involve them and give them all the proper understanding to start with.
Join us for the online event to understand the value and ask your questions. We are looking forward to your participation.
This is another event related to the future of PLM; however, this time it is an in-person workshop, where, inspired by four PLM thought leaders, we will discuss and work on a common understanding of what is required for a modern PLM framework. The workshop, sponsored by the Arrowhead fPVN project, will be held in Paris on November 4th, preceding the PLM Roadmap/PDT Europe conference.
We will not discuss the term PLM; we will discuss business drivers, supporting technologies and more. My role as a moderator of this event is to assist with the workshop, and I will share its findings with a broader audience that wasn’t able to attend.
Be ready to learn more in the near future!
Suppose you have followed my blog posts for the past 10 years. In that case, you know this conference is always a place to get inspired, whether by leading companies across industries or by innovative and engaging new developments. This conference has always inspired and helped me gain a better understanding of digital transformation in the PLM domain and how larger enterprises are addressing their challenges.
This time, I will conclude the conference with a lecture focusing on the challenging side of digital transformation and AI: we humans cannot transform ourselves, so we need help.
At the end of this year, we will “celebrate” our fifth anniversary of the PLM Green Global Alliance. When we started the PGGA in 2020, there was an initial focus on the impact of carbon emissions on the climate, and in the years that followed, climate disasters around the world caused serious damage to countries and people.
How could we, as a PLM community, support each other in developing and sharing best practices for innovative, lower-carbon products and processes?
In parallel, driven by regulations, there was also a need to improve current PLM practices to efficiently support ESG reporting, lifecycle analysis, and, soon, the Digital Product Passport. Regulations that push for a modern data-driven infrastructure, and we discussed this with the major PLM vendors and related software or solution partners. See our YouTube channel @PLM_Green_Global_Alliance
In this online Zoom event, we invite you to join us to discuss the topics mentioned in the announcement. Join us in this event and help us celebrate!
I am closing that week at the PTC/User Benelux event in Eindhoven, the Netherlands, with a keynote speech about digital transformation in the PLM domain. Eindhoven is the city where I grew up, completed my amateur soccer career, ran my first and only marathon, and started my career in PLM with SmarTeam. The city and location feel like home. I am looking forward to discussing and meeting with the PTC user community to learn how they experience product lifecycle management, or is it PLM😉?
With all these upcoming events, I did not have the time to focus on a new blog post; however, luckily, in the 10x PLM discussion started by Oleg Shilovitsky there was an interesting comment from Rob Ferrone related to that triggered my mind. Quote:
The big breakthrough will come from 1. advances in human-machine interface and 2. less % of work executed by human in the loop. Copy/paste, typing, voice recognition are all significant limits right now. It’s like trying to empty a bucket of water through a drinking straw. When tech becomes more intelligent and proactive then we will see at least 10x.
This remark reminded me of one of my first blog posts in 2008, when I was trying to predict what PLM would look like in 2050. I thought it is a nice moment to read it (again). Enjoy!
PLM in 2050
As the year ends, I decided to take my crystal ball to see what would happen with PLM in the future. It felt like a virtual experience, and this is what I saw:
- Data is no longer replicated – every piece of information will have a Universal Unique ID, also known as a UUID. In 2020, this initiative became mature, thanks to the merger of some big PLM and ERP vendors, who brought this initiative to reality. This initiative dramatically reduced exchange costs in supply chains and led to bankruptcy for many companies that provided translation and exchange software.
- Companies store their data in ‘the cloud’ based on the concept outlined above. Only some old-fashioned companies still handle their own data storage and exchange, as they fear someone will access their data. Analysts compare this behavior with the situation in the year 1950, when people kept their money under a mattress, not trusting banks (and they were not always wrong)
- After 3D, a complete virtual world based on holography became the next step in product development and understanding. Thanks to the revolutionary quantum-3D technology, this concept could even be applied to life sciences. Before ordering a product, customers could first experience and describe their needs in a virtual environment.
- Finally, the cumbersome keyboard and mouse were replaced by voice and eye recognition. Initially, voice recognition
and eye tracking were cumbersome. Information was captured by talking to the system and by recording eye movements during hologram analysis. This made the life of engineers so much easier, as while researching and talking, their knowledge was stored and tagged for reuse. No need for designers to send old-fashioned emails or type their design decisions for future reuse - Due to the hologram technology, the world became greener. People did not need to travel around the world, and the standard became virtual meetings with global teams(airlines discontinued business class). Even holidays can be experienced in the virtual world thanks to a Dutch initiative inspired by coffee. The whole IT infrastructure was powered by efficient solar energy, drastically reducing the amount of carbon dioxide.
- Then, with a shock, I noticed PLM no longer existed. Companies were focusing on their core business processes. Systems/terms like PLM, ERP, and CRM no longer existed. Some older people still remembered the battle between those systems over data ownership and the political discomfort this caused within companies.
- As people were working so efficiently, there was no need to work all week. There were community time slots when everyone was active, but 50 per cent of the time, people had time to recreate (to re-create or recreate was the question). Some older French and German designers remembered the days when they had only 10 weeks holiday per year, unimaginable nowadays.
As we still have more than 40 years to reach this future, I wish you all a successful and excellent 2009.
I am looking forward to being part of the green future next year.
In recent months, I’ve noticed a decline in momentum around sustainability discussions, both in my professional network and personal life. With current global crises—like the Middle East conflict and the erosion of democratic institutions—dominating our attention, long-term topics like sustainability seem to have taken a back seat.
But don’t stop reading yet—there is good news, though we’ll start with the bad.
The Convenient Truth
Human behavior is primarily emotional. A lesson valuable in the PLM domain and discussed during the Share PLM summit. As SharePLM notes in their change management approach, we rely on our “gator brain”—our limbic system – call it System 1 and System 2 or Thinking Fast and Slow. Faced with uncomfortable truths, we often seek out comforting alternatives.
The film Don’t Look Up humorously captures this tendency. It mirrors real-life responses to climate change: “CO₂ levels were high before, so it’s nothing new.” Yet the data tells a different story. For 800,000 years, CO₂ ranged between 170–300 ppm. Today’s level is ~420 ppm—an unprecedented spike in just 150 years as illustrated below.
Frustratingly, some of this scientific data is no longer prominently published. The narrative has become inconvenient, particularly for the fossil fuel industry.
Persistent Myths
Then there is the pseudo-scientific claim that fossil fuels are infinite because the Earth’s core continually generates them. The Abiogenic Petroleum Origin theory is a fringe theory, sometimes revived from old Soviet science, and lacks credible evidence. See image below
Oil remains a finite, biologically sourced resource. Yet such myths persist, often supported by overly complex jargon designed to impress rather than inform.
The Dissonance of Daily Life
A young couple casually mentioned flying to the Canary Islands for a weekend at a recent birthday party. When someone objected on climate grounds, they simply replied, “But the climate is so nice there!”
“Great climate on the Canary Islands”
This reflects a common divide among young people—some are deeply concerned about the climate, while many prioritize enjoying life now. And that’s understandable. The sustainability transition is hard because it challenges our comfort, habits, and current economic models.
The Cost of Transition
Companies now face regulatory pressure such as CSRD (Corporate Sustainability Reporting Directive), DPP (Digital Product Passport), ESG, and more, especially when selling in or to the European market. These shifts aren’t usually driven by passion but by obligation. Transitioning to sustainable business models comes at a cost—learning curves and overheads that don’t align with most corporations’ short-term, profit-driven strategies.
However, we have also seen how long-term visions can be crushed by shareholder demands:
- Xerox (1970s–1980s) pioneered GUI, the mouse, and Ethernet, but failed to commercialize them. Apple and Microsoft reaped the benefits instead.
- General Electric under Jeff Immelt tried to pivot to renewables and tech-driven industries. Shareholders, frustrated by slow returns, dismantled many initiatives.
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My presentation at the 2019 PLM Roadmap / PDT Europe conference – click on the image to get access through SlideShare.
- Despite ambitious sustainability goals, Siemens faced similar investor pressure, leading to spin-offs like Siemens Energy and Gamesa.
The lesson?
Transforming a business sustainably requires vision, compelling leadership, and patience—qualities often at odds with quarterly profit expectations. I explored these tensions again in my presentation at the PLM Roadmap/PDT Europe 2024 conference, read more here: Model-Based: The Digital Twin.
I noticed discomfort in smaller, closed-company sessions, some attendees said, “We’re far from that vision. ”
My response: “That’s okay. Sustainability is a generational journey, but it must start now”.
Signs of Hope
Now for the good news. In our recent PGGA (PLM Green Global Alliance) meeting, we asked: “Are we tired?” Surprisingly, the mood was optimistic.
Our PGGA core team meeting on June 20th
Yes, some companies are downscaling their green initiatives or engaging in superficial greenwashing. But other developments give hope:
- China is now the global leader in clean energy investments, responsible for ~37% of the world’s total. In 2023 alone, it installed over 216 GW of solar PV—more than the rest of the world combined—and leads in wind power too. With over 1,400 GW of renewable capacity, China demonstrates that a centralized strategy can overcome investor hesitation.
- Long-term-focused companies like Iberdrola (Spain), Ørsted (Denmark), Tesla (US), BYD, and CATL (China) continue to invest heavily in EVs and batteries—critical to our shared future.
A Call to Engineers: Design for Sustainability
We may be small at the PLM Green Global Alliance, but we’re committed to educating and supporting the Product Lifecycle Management (PLM) community on sustainability.
That’s why I’m excited to announce the launch of our Design for Sustainability initiative on June 25th.
Led by Eric Rieger and Matthew Sullivan, this initiative will bring together engineers to collaborate and explore sustainable design practices. Whether or not you can attend live, we encourage everyone to engage with the recording afterward.
Conclusion
Sustainability might not dominate headlines today. In fact, there’s a rising tide of misinformation, offering people a “convenient truth” that avoids hard choices. But our work remains urgent. Building a livable planet for future generations requires long-term vision and commitment, even when it is difficult or unpopular.
So, are you tired—or ready to shape the future?
Wow, what a tremendous amount of impressions to digest when traveling back from Jerez de la Frontera, where Share PLM held its first PLM conference. You might have seen the energy from the messages on LinkedIn, as this conference had a new and unique daring starting point: Starting from human-led transformations.
Look what Jens Chemnitz, Linda Kangastie, Martin Eigner, Jakob Äsell or Oleg Shilovitsky had to say.
For over twenty years, I have attended all kinds of PLM events, either vendor-neutral or from specific vendors. None of these conferences created so many connections between the attendees and the human side of PLM implementation.
We can present perfect PLM concepts, architectures and methodologies, but the crucial success factor is the people—they can make or break a transformative project.
Here are some of the first highlights for those who missed the event and feel sorry they missed the vibe. I might follow up in a second post with more details. And sorry for the reduced quality—I am still enjoying Spain and refuse to use AI to generate this human-centric content.
The scenery
Approximately 75 people have been attending the event in a historic bodega, Bodegas Fundador, in the historic center of Jerez. It is not a typical place for PLM experts, but an excellent place for humans with an Andalusian atmosphere. It was great to see companies like Razorleaf, Technia, Aras, XPLM and QCM sponsor the event, confirming their commitment. You cannot start a conference from scratch alone.
The next great differentiator was the diversity of the audience. Almost 50 % of the attendees were women, all working on the human side of PLM.
Another brilliant idea was to have the summit breakfast in the back of the stage area, so before the conference days started, you could mingle and mix with the people instead of having a lonely breakfast in your hotel.
Now, let’s go into some of the highlights; there were more.
A warm welcome from Share PLM
Beatriz Gonzalez, CEO and co-founder of Share PLM, kicked off the conference, explaining the importance of human-led transformations and organizational change management and sharing some of their best practices that have led to success for their customers.
You might have seen this famous image in the past, explaining why you must address people’s emotions.
Working with Design Sprints?
Have you ever heard of design sprints as a methodology for problem-solving within your company? If not, you should read the book by Jake Knapp- Creator of Design Sprint.
Andrea Järvén, program manager at Tetra Pak and closely working with the PLM team, recommended this to us. She explained how Tetra Pak successfully used design sprints to implement changes. You would use design sprints when development cycles run too looong, Teams lose enthusiasm and focus, work is fragmented, and the challenges are too complex.
Instead of a big waterfall project, you run many small design sprints with the relevant stakeholders per sprint, coming step by step closer to the desired outcome.
The sprints are short – five days of the full commitment of a team targeting a business challenge, where every day has a dedicated goal, as you can see from the image above.
It was an eye-opener, and I am eager to learn where this methodology can be used in the PLM projects I contribute.
Unlocking Success: Building a Resilient Team for Your PLM Journey
Johan Mikkelä from FLSmidth shared a great story about the skills, capacities, and mindset needed for a PLM transformational project.
Johan brought up several topics to consider when implementing a PLM project based on his experiences.
One statement that resonated well with the audience of this conference was:
The more diversified your team is, the faster you can adapt to changes.
He mentioned that PLM projects feel like a marathon, and I believe it is true when you talk about a single project.
However, instead of a marathon, we should approach PLM activities as a never-ending project, but a pleasant journey that is not about reaching a finish but about step-by-step enjoying, observing, and changing a little direction when needed.
Strategic Shift of Focus – a human-centric perspective
Besides great storytelling, Antonio Casaschi‘s PLM learning journey at Assa Abloy was a perfect example of why PLM theory and reality often do not match. With much energy and experience, he came to Assa Abloy to work on the PLM strategy.
He started his PLM strategies top-down, trying to rationalize the PLM infrastructure within Assa Abloy with a historically bad perception of a big Teamcenter implementation from the past. Antonio and his team were the enemies disrupting the day-to-day life of the 200+ companies under the umbrella of Assa Abloy.
A logical lesson learned here is that aiming top-down for a common PLM strategy is impossible in a company that acquires another six new companies per quarter.
His final strategy is a bottom-up strategy, where he and the team listen to and work with the end-users in the native environments. They have become trusted advisors now as they have broad PLM experience but focus on current user pains. With the proper interaction, his team of trusted advisors can help each of the individual companies move towards a more efficient and future-focused infrastructure at their own pace.
The great lessons I learned from Antonio are:
- If your plan does not work out, be open to failure. Learn from your failures and aim for the next success.
- Human relations—I trust you, understand you, and know what to do—are crucial in such a complex company landscape.
Navigating Change: Lessons from My First Year as a Program Manager
Linda Kangastie from Valmet Technologies Oy in Finland shared her experiences within the company, from being a PLM key user to now being a PLM program manager for the PAP Digi Roadmap, containing PLM, sales tools, installed base, digitalization, process harmonization and change management, business transformation—a considerable scope.
The recommendations she gave should be a checklist for most PLM projects – if you are missing one of them, ask yourself what you are missing:
- THE ROADMAP and THE BIG PICTURE – is your project supported by a vision and a related roadmap of milestones to achieve?
- Biggest Buy-in comes with money! – The importance of a proper business case describing the value of the PLM activities and working with use cases demonstrating the value.
- Identify the correct people in the organization – the people that help you win, find sparring partners in your organization and make sure you have a common language.
- Repetition – taking time to educate, learn new concepts and have informal discussions with people –is a continuous process.
As you can see, there is no discussion about technology– it is about business and people.
To conclude, other speakers mentioned this topic too; it is about being honest and increasing trust.
The Future Is Human: Leading with Soul in a World of AI
Helena Guitierez‘s keynote on day two was the one that touched me the most as she shared her optimistic vision of the future where AI will allow us to be so more efficient in using our time, combined, of course, with new ways of working and behaviors.
As an example, she demonstrated she had taken an academic paper from Martin Eigner, and by using an AI tool, the German paper was transformed into an English learning course, including quizzes. And all of this with ½ day compared to the 3 to 4 days it would take the Share PLM team for that.
With the time we save for non-value-added work, we should not remain addicted to passive entertainment behind a flat screen. There is the opportunity to restore human and social interactions in person in areas and places where we want to satisfy our human curiosity.
I agree with her optimism. During Corona and the introduction of teams and Zoom sessions, I saw people become resources who popped up at designated times behind a flat screen.
The real human world was gone, with people talking in the corridors at the coffee machine. These are places where social interactions and innovation happen. Coffee stimulates our human brain; we are social beings, not resources.
Death on the Shop Floor: A PLM Murder Mystery
Rob Ferrone‘s theatre play was an original way of explaining and showing that everyone in the company does their best. The product was found dead, and Andrea Järvén alias Angie Neering, Oleg Shilovitsky alias Per Chasing, Patrick Willemsen alias Manny Facturing, Linda Kangastie alias Gannt Chartman and Antonio Casaschi alias Archie Tect were either pleaded guilty by the public jury or not guilty, mainly on the audience’s prejudices.
You can watch the play here, thanks to Michael Finocchiaro :
According to Rob, the absolute need to solve these problems that allow products to die is the missing discipline of product data people, who care for the flow, speed, and quality of product data. Rob gave some examples of his experience with Quick Release project he had worked with.
My learnings from this presentation are that you can make PLM stories fun, but even more important, instead of focusing on data quality by pushing each individual to be more accurate—it seems easy to push, but we know the quality; you should implement a workforce with this responsibility. The ROI for these people is clear.
Note: I believe that once companies become more mature in working with data-driven tools and processes, AI will slowly take over the role of these product data people.
Conclusion
I greatly respect Helena Guitierez and the Share PLM team. I appreciate how they demonstrated that organizing a human-centric PLM summit brings much more excitement than traditional technology—or industry-focused PLM conferences. Starting from the human side of the transformation, the audience was much more diverse and connected.
Closing the conference with a fantastic flamenco performance was perhaps another excellent demonstration of the human-centric approach. The raw performance, a combination of dance, music, and passion, went straight into the heart of the audience – this is how PLM should be (not every day)
There is so much more to share. Meanwhile, you can read more highlights through Michal Finocchiaro’s overview channel here.
As human beings, we believe in the truth. We claim the truth. During my holiday in Greece, the question was, did the Greek Prime Minister tell the truth about the internal spy scandal?
In general, we can say, politicians never speak the real truth, and some countries are trying to make sure there is only one single source of truth – their truth. The concept of a Single Source Of Truth (SSOT) is difficult to maintain in politics.
On social media, Twitter and Facebook, people are claiming their truth. But unfortunately, without any scientific background, people know better than professionals by cherry-picking messages, statistics or even claiming non-existing facts.
Nicely described in The Dunning-Kruger effect. Unfortunately, this trend will not disappear.
If you want to learn more about the impact of social media, read this long article from The Atlantic: Why the Past 10 Years of American Life Have Been Uniquely Stupid. Although the article is about the US, the content is valid for all countries where social media are still allowed.
The PLM and CM domain is the only place where people still rely on the truth defined by professionals. Manufacturing companies depend on reliable information to design, validate, manufacture and support their products. Compliance and safe products require an accurate and stable product definition based on approved information. Therefore, the concept of SSOT is crucial along the product lifecycle.
The importance may vary depending on the product type. The difference in complexity between an airplane and a plastic toy, for example. It is all about the risk and impact of a failure caused by the product.
During my holiday, the SSOT discussion was sparked on LinkedIn by Adam Keating, and the article starts with:
The “Single Source of Truth (SSOT)” wasn’t built for you. It was built for software vendors to get rich. Not a single company in the world has a proper SSOT.
A bit provocative, as there is nothing wrong with software vendors being profitable. Profitability guarantees the long-time support of the software solution. Remember the PLM consolidation around 2006, when SmarTeam, Matrix One (Dassault), Agile and Eigner & Partner (Oracle) were acquired, disappeared or switched to maintenance mode.
Therefore it makes sense to have a profitable business model or perhaps a real open source business model.
Still, the rest of the discussion was interesting, particularly in the LinkedIn comments. Adam mentioned the Authoritative Source of Truth (ASOT) as the new future. And although this concept becomes more and more visible in the PLM domain, I believe we need both. So, let’s have a look at these concepts.
Truth 1.0 – SSOT
Historically, manufacturing companies stored the truth in documents, first paper-based, later in electronic file formats and databases.
The truth consists of drawings, part lists, specifications, and other types of information.
Moreover, the information is labeled with revisions and versions to identify the information.
By keeping track of the related information through documents or part lists with significant numbers, a person in the company could find the correct corresponding information at any stage of the lifecycle.
Later, by storing all the information in a central (PLM) system, the impression might be created that this system is the Single Source Of Truth. The system Adam Keating agitated against in his LinkedIn post.
Although for many companies, the ERP has been the SSOT (and still is). All relevant engineering information was copied into the ERP system as attached files. Documents are the authoritative, legal pieces of information that a company shares with suppliers, authorities, or customers. They can reside in PLM but also in ERP. Therefore, you need an infrastructure to manage the “truth.”
Note: The Truth 1.0 story is very much a hardware story.
Even for hardware, ensuring a consistent single version of the truth for each product remains difficult. In theory, its design specifications should match the manufacturing definition. The reality, however, shows that often this is not the case. Issues discovered during the manufacturing process are fixed in the plant – redlining the drawing – is not always processed by engineering.
As a result, Engineering and Manufacturing might have a different version of what they consider the truth.
The challenge for a service engineer in the field is often to discover the real truth. So the “truth” might not always be in the expected place – no guaranteed Single Source Of Truth.
Configuration Management is a discipline connected to PLM to ensure that the truth is managed so that as-specified, as-manufactured, and as-delivered information has been labeled and documented unambiguously. In other words, you could say Configuration Management(CM) is aiming for the Single Source Of Truth for a product.
If you want to read more about the relation between PLM and CM – read this post: PLM and Configuration Management (CM), where I speak with Martijn Dullaart about the association between PLM and CM.
Martijn has his blog mdux.net and is the Lead Architect for Enterprise Configuration Management at our Dutch pride ASML. Martijn is also Chairperson I4.0 Committee IPX Congress.
Summarizing: The Single Source Of Truth 1.0 concept is document-based and should rely on CM practices, which require skilled people and the right methodology. In addition, some industries require Truth 1.0.
Others take the risk of working without solid CM practices, and the PLM system might create the impression of the SSOT; it will not be the case, even for only hardware.
Truth 2.0 – ASOT
Products have become more complex, mainly due to the combination of electronics and software. Their different lifecycles and the speed of change are hard to maintain using the traditional PLM approach of SSOT.
It will be impossible to maintain an SSOT, particularly if it is based on documents.
As CM is the discipline to ensure data consistency, it is important to look into the future of CM. At the end of last year, I discussed this topic with 3 CM thought leaders. Martijn Dullaart, Maxime Gravel and Lisa Fenwick discussed with me what they believe the change would be. Read and listen here: The future of Configuration Management.
From the discussion, it became clear that managing all the details is impossible; still, you need an overreaching baseline to identify the severity and impact of a change along the product lifecycle.
New methodologies can be developed for this, as reliable data can be used in algorithms to analyze a change impact. This brings us to the digital thread. According to the CIMdata definition used in the A&D digital twin phase 2 position paper:
The digital thread provides the ability for a business to have an Authoritative Source of Truth(ASOT), which is information available and connected in a core set of the enterprise systems across the lifecycle and supplier networks
The definition implies that, in the end, a decision is made on data from the most reliable, connected source. There might be different data in other locations. However, this information is less reliable. Updating or fixing this information does not make sense as the effort and cost of fixing will be too expensive and give no benefit.
Obviously, we need reliable data to implement the various types of digital twins.
As I am intrigued by the power of the brain – its strengths and weaknesses – the concept of ASOT can also be found in our brains. Daniel Kahneman’s book, Thinking Fast and Slow talks about the two systems/modes our brain uses. The Fast one (System 1 – low energy usage) could be the imaginary SSOT, whereas the Slow one (System 2 – high energy required) is the ASOT. The brain needs both, and I believe this is the same in our PLM domain.
A new PLM Paradigm
In this context, there is a vivid discussion about the System of Record and Systems of Engagement. I wrote about it in June (post: A new PLM paradigm); other authors name it differently, but all express a similar concept. Have a look at these recent articles and statements from:
| Author | Link to content |
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Authentise
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The challenge of cross-discipline collaboration ……. |
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Beyond PLM
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When is the right time to change your PLM system + discussion |
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Colab
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The Single Source Of Truth wasn’t built for you ……. |
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Fraunhofer institute
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Killing the PLM Monolith – the Emergence of cloud-native System Lifecycle Management (SysLM) |
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SAAB Group
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Don’t mix the tenses. Managing the Present and the Future in an MBSE context |
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Yousef Hooshmand
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From a Monolithic PLM Landscape to a Federated Domain and Data Mesh |
If you want to learn more about these concepts and discuss them with some of the experts in this domain, come to the upcoming PLM Roadmap PTD Europe conference on 18-19 October in Gothenburg, Sweden. Have a look at the final agenda here
Register before September 12 to benefit from a 15 % Early Bird discount, which you can spend for the dinner after day 1. I look forward to discussing the SSOT/ASOT topics there.
Conclusion
The Single Source Of Truth (SSOT) and the Authoritative Source of Truth (ASOT) are terms that illustrate the traditional PLM paradigm is changing thanks to digitization and connected stakeholders. The change is in the air. Now, the experience has to come. So be part of the change and discuss with us.
Two weeks ago, I wrote a generic post related to System Thinking, in my opinion, a must-have skill for the 21st century (and beyond). Have a look at the post on LinkedIn; in particular interesting to see the discussion related to Systems Thinking: a must-have skill for the 21st century.
I liked Remy Fannader’s remark that thinking about complexity was not something new.
This remark is understandable from his personal context. Many people enjoy thinking – it was a respected 20th-century skill.
However, I believe, as Daniel Kahneman describes in his famous book: Thinking Fast and Slow, our brain is trying to avoid thinking.
This is because thinking consumes energy, the energy the body wants to save in the case of an emergency.
So let’s do a simple test (coming from Daniel):
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A bat and a ball cost together $ 1.10 – the bat costs one dollar more than the ball. So how much does the ball cost?
Look at the answer at the bottom of this post. If you have it wrong, you are a fast thinker. And this brings me to my next point. Our brain does not want to think deeply; we want fast and simple solutions. This is a challenge in a complex society as now we hear real-time information coming from all around the world. What is true and what is fake is hard to judge.
However, according to Kahneman, we do not want to waste energy on thinking. We create or adhere to simple solutions allowing our brains to feel relaxed.
This human behavior has always been exploited by populists and dictators: avoid complexity because, in this way, you lose people. Yuval Harari builds upon this with his claim that to align many people, you need a myth. I wrote about the need for myths in the PLM space a few times, e.g., PLM as a myth? and The myth perception
And this is where my second thoughts related to Systems Thinking started. Is the majority of people able and willing to digest complex problems?
My doubts grew bigger when I had several discussions about fighting climate change and sustainability.
Both Brains required
By coincidence, I bumped on this interesting article Market-led Sustainability is a ‘Fix that Fails’…
I provided a link to the post indirectly through LinkedIn. If you are a LinkedIn PLM Global Green Alliance member, you can see below the article an interesting analysis related to market-led sustainability, system thinking and economics.
Join the PLM Global Green Alliance group to be part of the full discussion; otherwise, I recommend you visit Both Brains Required, where you can find the source article and other related content.
It is a great article with great images illustrating the need for systems thinking and sustainability. All information is there to help you realize that sustainability is not just a left-brain exercise.
The left brain is supposed to be logical and analytical. That’s systems thinking, you might say quickly. However, the other part of our brain is about our human behavior, and this side is mostly overlooked. My favorite quote from the article:
Voluntary Market-Led activities are not so much a solution to the sustainability crisis as a symptom of more profoundly unsustainable foundations of human behavior.
The article triggered my second thoughts related to systems thinking. Behavioral change is not part of systems thinking. It is another dimension harder to address and even harder to focus on sustainability.
The LinkedIn discussion below the article Market-led Sustainability is a ‘Fix that Fails’… is a great example of the talks we would like to have in our PLM Global Green Alliance group. Nina Dar, Patrick Hillberg and Richard McFall brought in several points worth discussing. Too many to discuss them all here – let’s take two fundamental issues:
1. More than economics
An interesting viewpoint in this discussion was the relation to economics. We don’t believe that economic growth is the main point to measure. Even a statement like: “Sustainable businesses will be more profitable than traditional ones” is misleading when companies are measured by shareholder value or EBIT (Earnings Before Interest or Taxes). We briefly touched on Kate Raworth’s doughnut economics.
This HBR article mentioned in the discussion: Business Schools Must Do More to Address the Climate Crisis also shows it is not just about systems thinking.
We have seen this in the Apparel industry with the horrible collapse of a factory in Bangladesh (2013). Still, the inhumane accidents happen in southeast Asia. I like to quote Chris Calverley in his LinkedIn article: Making ethical apparel supply chains achievable on a global scale.
No one gets into business because they want to behave unethically. On the contrary, a lack of ethics is usually driven by a common desire to operate more efficiently and increase profit margins.
In my last post, I shared a similar example from an automotive tier 2 supplier. Unfortunately, suppliers are not measured or rewarded for sustainability efforts; only efficiency and costs are relevant.
The seventeen Sustainability Development Goals (SDG), as defined by the United Nations, are the best guidance for sustainable drivers beyond money. Supporting the SDGs enforce systems thinking when developing a part, a product, or a solution. Many other stakeholders need to be taken care of, at least if you truly support sustainability as a company.
2. The downside of social media
The LinkedIn discussion related to Market-led Sustainability is a ‘Fix that Fails’… The thread shows that LinkedIn, like other social media, is not really interested in supporting in-depth discussions – try to navigate what has been said in chronological order. With Patrick, Nina and Richard, we agreed to organize a follow-up discussion in our PLM Global Green Alliance Group.
And although we are happy with social media as it allows each of us to reach a global audience, there seems to be a worrying contra-productive impact. If you read the book Stolen Focus. A quote:
All over the world, our ability to pay attention is collapsing. In the US, college students now focus on one task for only 65 seconds, and office workers, on average, manage only three minutes
This is worrying, returning to Remy Fannader’s remark: thinking about complexity was not something new. The main difference is that it is not new. However, our society is changing towards thinking too fast, not rewarding systems thinking.
Even scarier, if you have time, read this article from The Atlantic: about the impact of social media on the US Society. It is about trust in science and data. Are we facing the new (Trump) Tower of Babel in our modern society? As the writers state: Babel is a metaphor for what some forms of social media have done to nearly all of the groups and institutions most important to the country’s future—and to us as a people.
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Congratulations
support
The fact that you reached this part of the post means your attention span has been larger than 3 minutes, showing there is hope for people like you and me. As an experiment to discover how many people read the post till here, please answer with the “support” icon if you have reached this part of the post.
I am curious to learn how many of us who saw the post came here.
Conclusion
Systems Thinking is a must-have skill for the 21st century. Many of us working in the PLM domain focus on providing support for systems thinking, particularly Life Cycle Assessment capabilities. However, the discussion with Patrick Hillberg, Nina Darr and Richard McFall made me realize there is more: economics and human behavior. For example, can we change our economic models, measuring companies not only for the money profit they deliver? What do?
Answering this type of question will be the extended mission for PLM consultants of the future – are you ready?
The answer to the question with the ball and the bat:
A fast answer would say the price of the ball is 10 cents. However, this would make the price of the bat $1.10, giving a total cost of $1.20. So the right answer should be 5 cents. To be honest, I got tricked the first time too. Never too late to confirm you make mistakes, as only people who do not do anything make no mistakes.
After two quiet weeks of spending time with my family in slow motion, it is time to start the year.
First of all, I wish you all a happy, healthy, and positive outcome for 2022, as we need energy and positivism together. Then, of course, a good start is always cleaning up your desk and only leaving the relevant things for work on the desk.
Still, I have some books at arm’s length, either physical or on my e-reader, that I want to share with you – first, the non-obvious ones:
The Innovators Dilemma
A must-read book was written by Clayton Christensen explaining how new technologies can overthrow established big companies within a very short period. The term Disruptive Innovation comes up here. Companies need to remain aware of what is happening outside and ready to adapt to your business. There are many examples even recently where big established brands are gone or diminished in a short period.
In his book, he wrote about DEC (Digital Equipment Company) market leader in minicomputers, not having seen the threat of the PC. Or later Blockbuster (from video rental to streaming), Kodak (from analog photography to digital imaging) or as a double example NOKIA (from paper to market leader in mobile phones killed by the smartphone).
The book always inspired me to be alert for new technologies, how simple they might look like, as simplicity is the answer at the end. I wrote about in 2012: The Innovator’s Dilemma and PLM, where I believed cloud, search-based applications and Facebook-like environments could disrupt the PLM world. None of this happened as a disruption; these technologies are now, most of the time, integrated by the major vendors whose businesses are not really disrupted. Newcomers still have a hard time to concur marketspace.
In 2015 I wrote again about this book, The Innovator’s dilemma and Generation change. – image above. At that time, understanding disruption will not happen in the PLM domain. Instead, I predict there will be a more evolutionary process, which I would later call: From Coordinated to Connected.
The future ways of working address the new skills needed for the future. You need to become a digital native, as COVID-19 pushed many organizations to do so. But digital native alone does not bring success. We need new ways of working which are more difficult to implement.
Sapiens
The book Sapiens by Yuval Harari made me realize the importance of storytelling in the domain of PLM and business transformation. In short, Yuval Harari explains why the human race became so dominant because we were able to align large groups around an abstract theme. The abstract theme can be related to religion, the power of a race or nation, the value of money, or even a brand’s image.
The myth (read: simplified and abstract story) hides complexity and inconsistencies. It allows everyone to get motivated to work towards one common goal. A Yuval says: “Fiction is far more powerful because reality is too complex”.
Too often, I have seen well-analyzed PLM projects that were “killed” by management because it was considered too complex. I wrote about this in 2019 PLM – measurable or a myth? claiming that the real benefits of PLM are hard to predict, and we should not look isolated only to PLM.
My 2020 follow-up post The PLM ROI Myth, eludes to that topic. However, even if you have a soundproof business case at the management level, still the myth might be decisive to justify the investment.
That’s why PLM vendors are always working on their myths: the most cost-effective solution, the most visionary solution, the solution most used by your peers and many other messages to influence your emotions, not your factual thinking. So just read the myths on their websites.
If you have no time to read the book, look at the above 2015 Ted to grasp the concept and use it with a PLM -twisted mind.
Re-use your CAD
In 2015, I read this book during a summer holiday (meanwhile, there is a second edition). Although it was not a PLM book, it was helping me to understand the transition effort from a classical document-driven enterprise towards a model-based enterprise.
Jennifer Herron‘s book helps companies to understand how to break down the (information) wall between engineering and manufacturing.
At that time, I contacted Jennifer to see if others like her and Action Engineering could explain Model-Based Definition comprehensively, for example, in Europe- with no success.
As the Model-Based Enterprise becomes more and more the apparent future for companies that want to be competitive or benefit from the various Digital Twin concepts. For that reason, I contacted Jennifer again last year in my post: PLM and Model-Based Definition.
As you can read, the world has improved, there is a new version of the book, and there is more and more information to share about the benefits of a model-based approach.
I am still referencing Action Engineering and their OSCAR learning environment for my customers. Unfortunately, many small and medium enterprises do not have the resources and skills to implement a model-based environment.
Instead, these companies stay on their customers’ lowest denominator: the 2D Drawing. For me, a model-based definition is one of the first steps to master if your company wants to provide digital continuity of design and engineering information towards manufacturing and operations. Digital twins do not run on documents; they require model-based environments.
The book is still on my desk, and all the time, I am working on finding the best PLM practices related to a Model-Based enterprise.
It is a learning journey to deal with a data-driven, model-based environment, not only for PLM but also for CM experts, as you might have seen from my recent dialogue with CM experts: The future of Configuration Management.
Products2019
This book was an interesting novelty published by John Stark in 2020. John is known for his academic and educational books related to PLM. However, during the early days of the COVID-pandemic, John decided to write a novel. The novel describes the learning journey of Jane from Somerset, who, as part of her MBA studies, is performing a research project for the Josef Mayer Maschinenfabrik. Her mission is to report to the newly appointed CEO what happens with the company’s products all along the lifecycle.
Although it is not directly a PLM book, the book illustrates the complexity of PLM. It Is about people and culture; many different processes, often disconnected. Everyone has their focus on their particular discipline in the center of importance. If you believe PLM is all about the best technology only, read this book and learn how many other aspects are also relevant.
I wrote about the book in 2020: Products2019 – a must-read if you are new to PLM if you want to read more details. An important point to pick up from this book is that it is not about PLM but about doing business.
PLM is not a magical product. Instead, it is a strategy to support and improve your business.
System Lifecycle Management
Another book, published a little later and motivated by the extra time we all got during the COVID-19 pandemic, was Martin Eigner‘s book System Lifecycle Management.
A 281-page journey from the early days of data management towards what Martin calls System Lifecycle Management (SysLM). He was one of the first to talk about System Lifecycle Management instead of PLM.
I always enjoyed Martin’s presentations at various PLM conferences where we met. In many ways, we share similar ideas. However, during his time as a professor at the University of Kaiserslautern (2003-2017), he explored new concepts with his students.
I briefly mentioned the book in my series The road to model-based and connected PLM (Part 5) when discussing SLM or SysLM. His academic research and analysis make this book very valuable. It takes you in a very structured way through the times that mechatronics becomes important, next the time that systems (hardware and software) become important.
We discussed in 2015 the applicability of the bimodal approach for PLM. However, as many enterprises are locked in their highly customized PDM/PLM environments, their legacy blocks the introduction of modern model-based and connected approaches.
Where John Stark’s book might miss the PLM details, Martin’s book brings you everything in detail and with all its references.
It is an interesting book if you want to catch up with what has happened in the past 20 years.
More Books …..
More books on my desk have helped me understand the past or that helped me shape the future. As this is a blog post, I will not discuss more books this time reaching my 1500 words.
Still books worthwhile to read – click on their images to learn more:
I discussed this book two times last year. An introduction in PLM and Modularity and a discussion with the authors and some readers of the book: The Modular Way – a follow-up discussion
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A book I read this summer contributed to a better understanding of sustainability. I mentioned this book in my presentation for the Swedish CATIA Forum in October last year – slide 29 of
System Thinking becomes crucial for a sustainable future, as I addressed in my post PLM and Sustainability.
Sustainability is my area of interest at the PLM Green Global Alliance, an international community of professionals working with Product Lifecycle Management (PLM) enabling technologies and collaborating for a more sustainable decarbonized circular economy.
Conclusion
There is a lot to learn. Tell us something about your PLM bookshelf – which books would you recommend. In the upcoming posts, I will further focus on PLM education. So stay tuned and keep on learning.
In my last post in this series, The road to model-based and connected PLM, I mentioned that perhaps it is time to talk about SLM instead of PLM when discussing popular TLA’s for our domain of expertise. There were not so many encouraging statements for SLM so far.
SLM could mean for me, Solution Lifecycle Management, considering that the company’s offering more and more is a mix of products and services. Or SLM could mean System Lifecycle Management, in that case pushing the idea that more and more products are interacting with the outside world and therefore could be considered systems. Products are (almost) dead.
In addition, I mentioned that the typical product lifecycle and related configuration management concepts need to change as in the SLM domain. There is hardware and software with different lifecycles and change processes.
It is a topic I want to explore further. I am curious to learn more from Martijn Dullaart, who will be lecturing at the PLM Road map and PDT 2021 fall conference in November. I hope my expectations are not too high, knowing it is a topic of interest for Martijn. Feel free to join this discussion
In this post, it is time to follow up on my third statement related to what data-driven implies:
Data-driven means that we need to manage data in a much more granular manner. We have to look different at data ownership. It becomes more about data accountability per role as the data can be used and consumed throughout the product lifecycle
On this topic, I have a list of points to consider; let’s go through them.
The dataset
In this post, I will often use the term dataset (you are also allowed to write the data set I understood).
A dataset means a predefined number of attributes and values that belong logically to each other. Datasets should be defined based on the purpose and, if possible, designated for a single goal. In this way, they can be stored in a database.
Combined with other datasets, a combination can result in relevant business information. Note a dataset is not only transactional data; a dataset could also describe geometry.
Identify the dataset
In the document-based world, a lot of information could be stored in a single file. In a data-driven world, we should define a dataset that contains a specific piece of information, logically belonging together. If we are more precise, a part would have various related datasets that make up the definition of a part. These definitions could be:
- Core identification attributes like ID, Name, Type and Status
- The Type could define a set of linked information. For example, a valve would have different characteristics as a resistor. Through classification, we can link data sets to the core definition of a part.
- The part can have engineering-specific data (CAD and metadata), manufacturing-specific data, supplier-specific data, and service-specific data. Each of these datasets needs to be defined as a unique element in a data-driven environment
- CAD is a particular case as most current CAD systems don’t treat geometry as a single dataset. In a file-based world, many other datasets are stored in the file (e.g., engineering or manufacturing details). In a data-driven environment, we want to have the CAD definition to be treated like a dataset. Dassault Systèmes with their CATIA V6 and 3DEXPERIENCE platform or PTC with OnShape are examples of this approach.Having CAD as separate datasets makes sharing and collaboration so much easier, as we can see from these solutions. The concept for CAD stored in a database is not new, and this approach has been used in various disciplines. Mechanical CAD was always a challenge.
Thanks to Moore’s Law (approximate every 2 years, processor power doubled – click on the image for the details) and higher network connection speed, it starts to make sense to have mechanical CAD also stored in a database instead of a file
An important point to consider is a kind of standardization of datasets. In theory, there should be a kind of minimum agreed collection of datasets. Industry standards provide these collections in their dictionary. Whenever you optimize your data model for a connected enterprise, make sure you look first into the standards that apply to your industry.
They might not be perfect or complete, but inventing your own new standard is a guarantee for legacy issues in the future. This remark is also valid for the software vendors in this domain. A proprietary data model might give you a competitive advantage.
Still, in the long term, there is always the need to connect with outside stakeholders.
Identify the RACI
To ensure a dataset is complete and well maintained, the concept of RACI could be used. RACI is the abbreviation for Responsible Accountable Consulted and Informed and a simplification of the RASCI Model, see also a responsibility assignment matrix.
In a data-driven environment, there is no data ownership anymore like you have for documents. The main reason that data ownership can no longer be used is that datasets can be consumed by anyone in the ecosystem. No longer only your department or the manufacturing or service department.
Data sets in a data-driven environment bring value when connected with other datasets in applications or dashboards.
A dataset describing the specification attributes of a part could be used in a spare part app and a service app. Of course, the dataset will be used in a different context – still, we need to ensure we can trust the data.
Therefore, per identified dataset, there should be governed by a kind of RACI concept. The RACI concept is a way to break the siloes in an organization.
Identify Inside / outside
There is a lot of fear that a connected, data-driven environment will expose Intellectual Property (IP). It came up in recent discussions. If you like storytelling and technology, read my old SmarTeam colleague Alex Bruskin’s post: The Bilbo Baggins Threat to PLM Assets. Alex has written some “poetry” with a deep technical message behind it.
It is true that if your data set is too big, you have the challenge of exposing IP when connecting this dataset with others. Therefore, when building a data model, you should make it possible to have datasets pure for internal usage and datasets for sharing.
When you use the concept of RACI, the difference should be defined by the I(informed) – is it PLM-data or PIM-data for example?
Tracking relations
Suppose we follow up on the concept of datasets. In that case, it becomes clear that relations between the datasets are as crucial as the dataset. In traditional PLM applications, these relations are often predefined as part of the core data model/
For example, the EBOM parts have relationships between themselves and specification data – see image.
The MBOM parts have links with the supplier data or the manufacturing process.
The prepared relations in a PLM system allow people to implement the system relatively quickly to map their approaches to this taxonomy.
However, traditional PLM systems are based on a document-based (or file-based) taxonomy combined with related metadata. In a model-based and connected environment, we have to get rid of the document-based type of data.
Therefore, the datasets will be more granular, and there is a need to manage exponential more relations between datasets.
This is why you see the graph database coming up as a needed infrastructure for modern connected applications. If you haven’t heard of a graph database yet, you are probably far from technology hypes. To understand the principles of a graph database you can read this article from neo4j: Graph Databases for Beginners: Why graph technology is the future
As you can see from the 2020 Gartner Hype Cycle for Artificial Intelligence this technology is at the top of the hype and conceptually the way to manage a connected enterprise. The discussion in this post also demonstrates that besides technology there is a lot of additional conceptual thinking needed before it can be implemented.
Although software vendors might handle the relations and datasets within their platform, the ultimate challenge will be sharing datasets with other platforms to get a connected ecosystem.
For example, the digital web picture shown above and introduced by Marc Halpern at the 2018 PDT conference shows this concept. Recently CIMdata discussed this topic in a similar manner: The Digital Thread is Really a Web, with the Engineering Bill of Materials at Its Center
(Note I am not sure if CIMdata has published a recording of this webinar – if so I will update the link)
Anyway, these are signs that we started to find the right visuals to imagine new concepts. The traditional digital thread pictures, like the one below, are, for me, impressions of the past as they are too rigid and focusing on some particular value streams.
From a distance, it looks like a connected enterprise should work like our brain. We story information on different abstraction levels. We keep incredibly many relations between information elements. As the brain is a biological organ, connections degrade or get lost. Or the opposite other relationships become so strong that we cannot change them anymore. (“I know I am always right”)
Interestingly, the brain does not use the “single source of truth”-concept – there can be various “truths” inside a brain. This makes us human beings with all the good and the harmful effects of that.
As long as we realize there is no single source of truth.
In business and our technological world, we need sometimes the undisputed truth. Blockchain could be the basis for securing the right connections between datasets to guarantee the result is valid. I am curious if blockchain can scale to complex connected situations, although Moore’s Law might ultimately help us here too(if still valid).
The topic is not new – in 2014 I wrote a post with the title: PLM is doomed unless …. Where I introduced the topic of owning and sharing in the context of the human brain. In the post, I refer to the book On Intelligence by Jeff Hawkins how tries to analyze what is human-based intelligence and how could we apply it to our technology concepts. Still a fascinating book worth reading if you have the time and opportunity.
Conclusion
A data-driven approach requires a more granular definition of information, leading to the concepts of datasets and managing relations between datasets. This is a fundamental difference compared to the past, where we were operating systems with information. Now we are heading towards connected platforms that provide a filtered set of real-time data to act upon.
I am curious to learn more about how people have solved the connected challenges and in what kind of granularity. Let us know!
Regularly (young) individuals approach me looking for advice to start or boost their PLM career. One of the questions the PLM Doctor is IN quickly could answer.
Before going further on this topic, there is also the observation that many outspoken PLM experts are “old.” Meanwhile, all kinds of new disruptive technologies are comping up.
Can these old guys still follow and advise on all trends/hypes?
My consultant’s answer is: “Yes and No” or “It depends”.
The answer illustrates the typical nature of a consultant. It is almost impossible to give a binary answer; still, many of my clients are looking for binary answers. Generalizing further, you could claim: “Human beings like binary answers”, and then you understand what is happening now in the world.
The challenge for everyone in the PLM domain is to keep an open mindset and avoid becoming binary. Staying non-binary means spending time to digest what you see, what you read or what you hear. Ask yourself always the question: Is it so simple? Try to imagine how the content you read fits in the famous paradigm: People, Processes and Tools. It would help if you considered all these aspects.
Learning by reading
And indeed, perhaps I should have written a book about PLM. However, it would be a book about the past. Currently, PLM is not stable; we are learning every day to use new technologies and new ways of working. For example, the impact and meaning of model-based enterprise.
However, the big positive surprise came from the number of likes within a few days, showing how valuable this information is for many others on their PLM journey. I am aware there are more great blogs out in the field, sometimes with the disadvantage that they are not in English and therefore have a limited audience.
Readers of this post, look at the list of 8 PLM blogs and add your recommended blog(s) in the comments.
Learning by reading (non-binary) is a first step in becoming or staying up to date.
Learning by listening
General PLM conferences have been an excellent way to listen to other people’s experiences in the past. Depending on the type of conference, you would be able to narrow your learning scope.
This week I started my preparation for the upcoming PLM Roadmap and PDT conference. Here various speakers will provide their insight related to “disruption,” all in the context of disruptive technologies for PLM.
Good news, also people and business aspects will be part of the conference.
Click on the image for the agenda and registration
My presentation with the title: DISRUPTION – EXTINCTION or still EVOLUTION? I will address all these aspects. We have entered a decisive decade to prove we can disrupt our old habits to save the planet for future generations.
It is challenging to be interactive as a physical conference; it is mainly a conference to get inspired or guided in your thinking about new PLM technologies and potential disruption.
Learning by listening and storing the content in your brain is the second step in becoming or staying up to date.
Learning by discussing
One of the best learnings comes from having honest discussions with other people who all have different backgrounds. To be part of such a discussion, you need to have at least some basic knowledge about the topic. This avoids social media-like discussions where millions of “experts” have an opinion behind the keyboard. (The Dunning-Kruger effect)
There are two upcoming discussions I want to highlight here.
1. Book review: How to Avoid a Climate Disaster.
What can we learn from the book as relevant for our PLM Global Green Alliance?
If you want to participate, read all the details on our PGGA website.
The PGGA core team members, Klaus Brettschneider, Lionel Grealou, Richard McFall, Ilan Madjar and Hannes Lindfred, have read the book.
2. The Modular Way Questions & Answers
In my post PLM and Modularity, I announced the option for readers of “The Modular Way” to ask the authors (Björn Eriksson & Daniel Strandhammar) or provide feedback on the book together with a small audience. This session is also planned to take place in May and to be scheduled based on the participants’ availability. At this moment, there are still a few open places. Therefore if you have read the book and want to participate, send an email to tacit@planet.nl or info@brickstrategy.com.
Learning by discussing is the best way to enrich your skills, particularly if you have Active Listening skills – crucial to have for a good discussion.
Conclusion
No matter where you are in your career, in the world of PLM, learning never stops. Twenty years of experience have no value if you haven’t seen the impact of digitalization coming. Make sure you learn by reading, by listening and by discussing.
Jos Voskuil's Weblog 
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