You are currently browsing the category archive for the ‘Social Media’ category.
As I promised I would be enjoying my holidays in the upcoming month there as still a few points I want to share with you.
Not a real blog post, more an agenda and a set of questions for potential follow-up.
Here are five topics for the upcoming months, potentially also relevant and interesting for you. Have a look.
Peer Check
This week the discussion I had with Adam Keating, Colab’s CEO and founder, was published on their podcast channel, Peer Check. As I slowly discovered the content, I mentioned their podcast in my last blog post. I was impressed by the first episodes I could listen to and listened to all of them last week.
Digesting the content from these episodes, I have the impression that we are following Adam’s or Collab’s lifecycle. From understanding the market, the people, and the industry towards the real collaboration topics, like MBD, their product offering and ultimately the connection with PLM. I am curious about what is next.
For me discovering their podcast and being able to participate was an exciting and learning moment. I am still waiting for the readers of this blog to mention their favorite podcasts.
Let us know in the comments.
PLM Global Green Alliance
With the PLM Global Green Alliance (PGGA), we plan to have monthly ZOOM discussions with our LinkedIn members, moderated by one of the PGGA core team members.
The idea of these sessions is that we pick a topic, the moderator sets the scene and then it is up to the members to discuss.
Participants can ask questions and bring in their points. In our understanding, many companies believe they have to do something about sustainability beyond writing it in their mission, but where and how to start?
So the PGGA discussion will be a place to get inspired and act.
Potential topics for the discussion are: What technologies must I master to become more sustainable? How can I motivate my company to become real sustainable? What is a lifecycle assessment (LCA), and how to introduce it in my company? What is the circular economy, and what is needed to become more circular in the context of PLM?
If you like one of the topics, let us know in the comments or add your favorite discussion topic. More on the agenda in early September
PGGA meets ….
In this series with PLM vendors and solution providers, we try to understand their sustainability drivers, their solutions, their roadmap and their perception of what is happening in the field. So far, SAP, Autodesk and Dassault Systèmes have contributed to these series. After the summer, we continue with two interviews:
Early in September, the PGGA will discuss sustainability with Sustaira. Sustaira is a Siemens partner, and they offer an all-in-one Sustainability platform, domain-specific Sustainability app templates, and custom Sustainability web and mobile initiatives. Expect the interview to be published early in September.
In the last week of September, the PGGA will have a meeting with Aras in our series related to sustainability. Aras is one of the main PLM providers and we will discuss sustainability even more with them as you can read further on in this agenda. Expect the interview to be released by the end of September.
No actions here for you, just stay tuned in September with the PGGA.
CIMdata PLM Roadmap and PDT
On 18 and 19 October, the CIMdata PLM Road Map and PDT 2022 Conference is scheduled as an in-person event in Gothenburg.
The agenda is almost secured and can be found here.
It will be a conference with guidance from CIMdata and Eurostep completed with major Aerospace, Defense and Automotive companies sharing their experience towards a model-based and digital enterprise.
So no marketing but real content; however, there will also be forward-looking presentations related to new PLM paradigms and the relation to data and sustainability.
So if you are curious, come to his conference as you will be triply rewarded: by the content, the keynotes and discussions with your peers.
Register before September 12 to benefit from a 15 % Early Bird discount, which you can spend for the dinner after day 1. The conference dinner has always been a good moment for networking and discussion.
A Sustainable Future – Seize Opportunities When Someone Else Sees Costs
Last part of this agenda.
On October 25th, I will participate as a PGGA member in a webinar with Aras, discussing sustainability in more depth compared to our earlier mentioned standard PGGA interview.
Here I will be joined by Patrick Willemsen from Aras. Patrick is the technical director of the Aras EMEA community, and together we will explore how companies aiming to deliver profitable products and solutions also can contribute to a more sustainable future for our planet.
Feel free to subscribe to this free webinar and discuss your thoughts with us in the Q&A session – here is the registration link.
Conclusion
No conclusion this time – all thinking is in progress and I hope to see your feedback or contribution to one of these events in person or through social media.
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.
On March 22 this year, I wrote Time to Think (and act differently) in de middle of a changing world. We were entering a lockdown in the Netherlands due to the COVID-19 virus. As it was such a disruptive change, it was an opportunity to adapt their current ways of working.
The reason for that post was my experience when discussing PLM-initiatives with companies. Often they have no time to sit down, discuss and plan their PLM targets as needed. Crucial people are too busy, leading to an implementation of a system that, in the best case, creates (some) benefits.
The well-known cartoon says it all. We are often too busy doing business as usual, making us feel comfortable. Only when it is too late, people are forced to act. As the second COVID-19 wave seems to start in the Netherlands, I want to look back on what has happened so far in my eco-system.
Virtual Conferences
As people could not travel anymore, traditional PLM-conferences could not be organized anymore. What was going to be the new future for conferences? TECHNIA, apparently clairvoyant, organized their virtual PLM Innovation Forum as one of the first, end of April.
A more sustainable type of PLM-conference was already a part of their plans, given the carbon footprint a traditional conference induces. The virtual conference showed that being prepared for a virtual conference pays off during a pandemic with over 1000 participants.
Being first does not always mean being the best, as we have to learn. While preparing my session for the conference, I felt the same excitement as for a traditional conference. You can read about my initial experience here: The weekend after the PLM Innovation Forum.
Some weeks later, having attended some other virtual conferences, I realized that some points should be addressed/solved:
- Video conferencing is a must – without seeing people talking, it becomes a podcast.
- Do not plan long conference days. It is hard to sit behind a screen for a full day. A condensed program makes it easier to attend.
- Virtual conferences mean that they can be attended live from almost all around the globe. Therefore, finding the right timeslots is crucial for the audience – combined with the previous point – shorter programs.
- Playing prerecorded sessions without a Q&A session should be avoided. It does not add value.
- A conference is about networking and discussion – I have not seen a solution for this yet. Fifty percent of the conference value for me comes from face-to-face discussions and coffee meetings. A virtual conference needs to have private chat opportunities between attendees.
In the last quarter of this year, I will present at several merely local conferences, sometimes a mix between “live” with a limited number of attendees, if it will be allowed.
And then there is the upcoming PLM Road Map & PDT Fall 2020 (virtual) conference on 17-18-19 November.
This conference has always been my favorite conference thanks to its continued focus on sharing experiences, most of the time, based on industry standards. We discuss topics and learn from each other. See my previous posts: The weekend after 2019 Day 1, 2019 Day 2, 2018 Day 1, 2018 Day2, 2017 Day 1, 2017 Day 2, etc.
The theme Digital Thread—the PLM Professionals’ Path to Delivering Innovation, Efficiency, and Quality has nothing to do with marketing. You can have a look at the full schedule here. Although there is a lot of buzz around Digital Thread, presenters discuss the reality and their plans
Later in this post, see the paragraph Digital Thread is not a BOM, I will elaborate on this theme.
Getting tired?
I discovered I am getting tired as I am missing face-to-face interaction with people. Working from home, having video calls, is probably a very sustainable way of working. However, non-planned social interaction, meeting each other at the coffee machine, or during the breaks at a conference or workshop, is also crucial for informal interaction.
Apparently, several others in my eco-system are struggling too. I noticed a tsunami of webinars and blog posts where many of them were an attempt to be noticed. Probably the same reason: traditionally businesses have stalled. And it is all about Digital Transformation and SaaS at this moment. Meaningless if there is no interaction.
My favorite quote:
I still meet people that continue to express beliefs about the world, their industry, their customers or their own performance that simply aren’t true. Although some, like Steve Jobs, were known for their “reality distortion field,” for virtually all of us, just wishing for something to be true doesn’t make it so. As William Edwards Deming famously said: in God we trust; all others must bring data.
I fully concur with this statement and always get suspicious when someone claims the truth.
Still, there are some diamonds.
I enjoyed all episodes from Minerva PLM TV – Jennifer Moore started these series in the early COVID19-days (coincidence?). She was able to have a collection of interviews with known and less-known people in the PLM-domain. As most of them were vendor-independent, these episodes are a great resource to get educated.
The last episode with Angela Ippisch illustrates how often PLM in companies depends on a few enthusiastic persons, who have the energy to educate themselves. Angela mentions there is a lot of information on the internet; the challenge is to separate the useful information from marketing.
I have been publishing the past five months a series of posts under the joint theme learning from the past to understand the future. In these posts, I explained the evolution from PDM to PLM, resulting in the current item-centric approach with an EBOM, MBOM, and SBOM.
On purpose, one post per every two weeks – to avoid information overflow. Looking back, it took more posts than expected, and they are an illustration of the many different angles there are in the PLM domain – not a single truth.
Digital Thread is not a BOM
I want to address this point because I realized that in the whole blogging world there appear to be two worlds when discussing PLM terminology. Oleg Shilovitsky, CEO@OpenBOM, claims that Digital Thread and Digital Twin topics are just fancy marketing terms. I was even more surprised to read his post: 3 Reasons Why You Should Avoid Using The Word “Model” In PLM. Read the comments and discussion in these posts (if LinkedIn allows you to navigate)
Oleg’s posts have for me most of the time, always something to discuss. I would be happier if other people with different backgrounds would participate in these discussions too – A “Like” is not a discussion. The risk in a virtual world is that it becomes a person-to-person debate, and we have seen the damage such debates can do for an entire community.
In the discussion we had related to Digital Thread and BOM, I realized that when we talk about traditional products, the BOM and the Digital Thread might be the same. This is how we historically released products to the market. Once produced, there were no more changes. In these situations, you could state a PLM-backbone based on BOM-structures/views, the EBOM, MBOM, and SBOM provide a Digital Thread.
The different interpretation comes when talking about products that contain software defining its behavior. Like a computer, the operating system can be updated on the fly; meanwhile, the mechanical system remains the same. To specify and certify the behavior of the computer, we cannot rely on the BOM anymore.
Having software in the BOM and revise the BOM every time there is a software change is a mission impossible. A mistake suggested ten years ago when we started to realize the different release cycles of hardware and software. Still, it is all about the traceability of all information related to a product along its whole lifecycle.
In a connected environment, we need to manage relationships between the BOM and relations to other artifacts. Managing these relations in a connected environment is what I would call the Digital Thread – a layer above PLM. While writing this post, I saw Matthias Ahrens’ post stating the same (click on the image to see the post)
When we discuss managing all the relations, we touch the domain of Configuration Management. Martijn Dullaart/Martin Haket’s picture shares the same mindset – here, CM is the overlapping layer.
However, in their diagram, it is not a system picture; the different systems do not need to be connected. Configuration Management is the discipline that maintains the correct definition of every product – CM maintains the Thread. When it becomes connected, it is a Digital Thread.
As I have reached my 1500 words, I will not zoom in on the PLM and Model discussion – build your opinion yourself. We have to realize that the word Model always requires a context. Perhaps many of us coming from the traditional PDM/PLM world (managing CAD data) think about CAD models. As I studied physics before even touching CAD, I grew up with a different connotation
Lars Taxén’s comment in this discussion perhaps says it all (click on the image to read it). If you want to learn and discuss more about the Digital Thread and Models, register for the PLM Roadmap & PDT2020 event as many of the sessions are in this context (and not about 3D CAD).
Conclusion
I noticed I am getting tired of all the information streams crying for my attention and look forward to real social discussions, not broadcasted. Time to think differently requires such discussion, and feel free to contact me if you want to reflect on your thoughts. My next action will be a new series named Painting the future to stay motivated. (As we understand the past).
I usually write a post after participating in a PLM conference. Last week, I participated in TECHNIA’s PLM Innovation Forum, which was a 100 % virtual event with over 1500 registered participants from 58 countries. These numbers show the power of a virtual conference during these difficult times. It is an excellent option for a sustainable future – less travel to be there.
The additional beauty of this event is that, although the live sessions are over, all the content will be available until May 31st. You can still join!
It was (and is) a well-organized and massive event with over 70 sessions; the majority pre-recorded. As you can imagine 70 live sessions in two days would be too massive to grasp. Today the Friday after the event, I have been watching other sessions that have my interest, and it felt like another conference day.
TECHNIA, globally the largest Dassault Systèmes (DS) implementer after DS themselves as Jonas Geyer, Technia’s CEO, mentioned in his introduction speech, illustrated the breadth of their industry and technology skills complementary or based on the 3DEXPERIENCE platform.
TECHNIA was supported by Dassault Systèmes Execs and subject experts. In addition, a larger group of companies and interest groups supported the conference, even our humble PLM Green Alliance as you can see in the image above.
I followed the full two live days in real-time, meanwhile man sitting in my virtual booth to chat with virtual visitors. To my surprise, the anxiety during the conference felt like a physical conference – you get energized.
The positive point for me, no finger food or a standing lunch and decent coffee when needed. The point to enhance and learn for this type of event, is to make the booth a little more human – perhaps supported by video?
At the end, a great event, and if you are interested in the Dassault Systèmes/TECHNIA combined offering, supported by customer stories, take the chance till the end of May to register and browse the rich content.
Now I will share some of my picks from the live event. Another post will come based on my additional discoveries and networking discussions.
The B.CONNECT project
Fabien Hoefer and Philip Haller both from B.Braun, a medical device, and pharmaceutical company, with a wide range of products. Their massive PLM-project, approx. sixty persons involved was driven by the fact that every product has a lot of related data stored in different silos that it becomes impossible to have the correct understanding and status and to maintain it for the product and service lifecycle, on average, 10 – 15 years.
Their target is a real PLM-platform implementation connecting the people, the processes, data, and systems. Their aim is really about the “connected” approach, a characteristic of a digital company.
As you can still watch the presentation, look at the following topics discussed:
- focus on product archetypes instead of division (portfolio management)
- data templates based on classification, global and specific data sets (data governance)
- the need to have a Master Data Management in place (data governance)
- the unique product identifier (remember the FFF-discussion in my blog)
- data-driven documentation (a perfect example of a digital PLM implementation)
- platform strategy (one application for one capability in a heterogeneous systems environment)
- Ownership of the PLM implementation at board level (it is not an engineering tool)
- in the Q&A – the mix of waterfall & agile – the hybrid approach (as in the medical world the validation of the system is required – a point we missed in the SmarTeam FDA toolkit – validation of a system is needed when the system/processes change)
In the Q&A session, it was clear that the big elephant in the room, the migration, has been identified, but no answers yet. See my presentation to understand the reference to the elephant. I am curious about B. Braun’s approach, given my experience with PLM digital transformations. Will it be entirely digital or hybrid.
Looking forward to learning more from Fabien or Philip.
Business drivers for Sustainable Manufacturing
This session, presented by Hannes Lindfred from TECHNIA, was one of my favorite presentations, as it links tightly to what we want to achieve with the PLM Green Alliance.
The subtitle of the presentation says it all: “How PLM can support Supply chain transparency, Circular economy, and System oriented product development”.
In a relaxed and entertaining manner, he explained the concepts and the needs of a circular economy, combined with examples from reality. In particular, I liked his closing statement linking the potential of digitization, modern PLM, and the circular economy. We have to learn to think and act circular. Highly recommended to watch!
Leading PLM Trends & Potential Disruptors
A PLM conference would not be a PLM-conference if Peter Bilello from CIMdata would not be speaking. We share a lot of insights related to digital transformation and the understanding it requires the involvement of PLM. However, it is not the traditional PLM that is needed.
PLM needs to be rethought, think about the concept of a Product Innovation Platform. A digital platform is required if we want end-to-end digitalization; otherwise, we keep working in optimized silos.
Peter shared some survey results (see below) from early this year. It illustrates that most companies currently invest in traditional PDM aspects. Restating the need for our PLM communities to learn and educate and rethink aspects of PLM and learn to communicate them.
Remarkably similar to some of the aspects I explained in my: From Coordinated to Connected presentations. Changing to data, changing workforce, changing processes meaning systems thinking. Another plea for everyone to invest in learning. See his concluding remarks:
The closing Q&A session was interesting, addressing additive manufacturing, the graph database, and potential PLM disruptors coming from outside the traditional PLM space.
I recommend, pay attention to the closing questions – so many good points to put PLM in perspective.
From Coordinated to Connected & Sustainable
Of course, I recommend you watch my presentation. It is one of the few opportunities to hear in a short time all the thoughts and concepts that I developed over the past 5 – 6 years. It saves you reading all my blog posts, which are less structured than this presentation.
I recommend you to watch this presentation in the context of Peter Bilello’s presentation as there are a lot of similarities, told in different words.
After my presentation, I appreciated the Q&A part, as it allowed me to point to some more of the related topics: Legacy CAD-issues – the incompatibility of the past and future data, Management vision and the Perception of ROI.
Professional PLM
Raise your standards and your horizons
An interesting presentation to watch, after seeing Peter Bilello’s presentation and my presentation, is the one given by Roger Tempest. Roger is another veteran in the PLM-world and co-founder of the PLM Interest group. For many years Roger is striving to get the PLM professional recognized and certified. We both share the experience that being a PLM consultant is not a profession to become wealthy.
One of the reasons might be that the scope of PLM and what is the required skill level is not precise. PLM considered as an engineering tool and PLM having so many diverse definitions.
The challenge of Roger’s approach is that it tries to capture people within a standardized PLM framework, which becomes apparent in the Q&A session. Currently, he is in the stage of building a steering group, “looking for companies that are fairly committed to PLM”. So which companies are the ones interested in PLM to commit time and resources to build a professional PLM body? This can be only academic people and PLM Vendors/Implementers. The last group will probably not likely agree on standardization.
Also related to the question about the different industries and maturity levels for companies came with an unsatisfactory answer. He talks about “absolute” PLM and no need to compare PLM with other industries. Here I believe there is such a fundamental difference in the meaning of PLM when talking to the traditional manufacturing companies as compared to high-tech/software-driven industries. I inserted here Marc Halpern’s maturity/technology diagram that I have been referencing in my presentation too.
The final question about vendors joining the PLM standardization group seems to be a utopia. As I expressed in my presentation, referring to Marc Halpern’s business maturity diagram, the vendors show us the vision of various business aspects related to PLM.
Marc already indicated this is the phase of the Product Innovation Platform.
As long as the professional PLM organization is focusing on defining the standard, I foresee the outside world will move faster and be more diverse than a single PLM expert can handle. A typical issue with many other standards as you can see below.
What’s Next
I hope to see and participate more in virtual PLM conferences as it allows much larger audiences to connect compared to traditional conferences. However, there are things to improve, and therefore I want to propose some enhancements:
Make sure during the “live” sessions, there is the experience of “being live and connected”. Even when streaming a pre-recorded lecture, always follow-up immediately with a live Q&A session. I found the Q&A sessions very educative as they clarify or put the presentation in a broader context.
The current virtual booth as only a chat room is too primitive – it reminded me of the early days of internet communication – discussion groups in ASCII-terminal mode through Compuserve (remember). A booth could become a virtual meeting space on its own – all, of course, depending on the amount of bandwidth available. The feeling of “The Doctor is in”
It is great that the content is available for 30 days, and I agree there is a need for a time limit on the content; otherwise, the conference becomes more a library. What I would like to see after the “live” days to still have a kind of place for sharing. What are your favorite presentations, and why should others look at it?
Conclusion
A great event and learning experience for me. Virtual conferences are the future for sure, and I encourage others to develop this type of conferences related to PLM further. It is a way to share knowledge and discuss topics in a sustainable manner. In the upcoming 30 days, I will come back to the conference one more time, based on interesting topics discovered or discussion related to the content.
Meanwhile, I encourage you too – if you are still in lockdown and if there is time to study – this is one of these unique opportunities.
It is the holiday season many groups, religions have their celebrations in this period, mostly due to the return of the light on the Northern hemisphere – Christmas, Diwali, Hanukkah, Kwanzaa and Santa Lucia are a few of them. Combined with a new decade upcoming, also a time for me to reflect on what have we learned and what can we imagine in the next ten years.
Looking back the last decade
Globalization is probably one of the most significant changes we have seen. Almost the whole world is connected now through all kinds of social and digital media. Information is instantly available and influences our behavior dramatically. The amount of information coming to us is so huge that we only filter the information that touches us emotionally. The disadvantage of that, opinions become facts and different opinions become enemies. A colorful society becomes more black and white.
These trends have not reached us, in the same manner, the domain of PLM. There have been several startups in the past ten years, explaining that PLM should be as easy as social communication with Facebook. Most of these startups focused on integrations with MCAD-systems, as-if PLM is about developing mechanical products.
In my opinion, the past decade has shown that mechanical design is no longer a unique part of product development. Products have become systems, full of electronics and driven by software. Systems Engineering became more and more important, defining the overall concept of a product, moving the focus to the earlier stages of the product design – see image below.
During Ideation and system definition, we need “social” collaboration between all stakeholders. To get a grip on this collaboration, we use models (SysML, UML, Logical, 2D, 3D) to have an unambiguous representation, simulation and validation of the product already in the virtual world.
Actually, there is nothing social about that collaboration. It is a company-driven demand to deliver competitive products to remain in business. If our company does not improve multidisciplinary collaboration, global competitors with less nostalgic thoughts to the past will conquer the market space.
Currently in most companies there are two worlds, hardware and software, almost 100 %-separated managed by either PLM or ALM (Application Lifecycle Management). It is clear that “old” PLM – item-driven with related documents cannot match the approach required for ALM – data-elements (code) based on software models (and modules).
In the hardware world a change can have a huge effect on the cost (or waste) of the product, however, implementing a hardware change can take months. Think about new machinery, tooling in the worst case. In the software domain, a change can be executed almost immediately. However here testing the impact of the change can have serious effects. The software fix for the Boeing 737 Max is not yet proven and delivered.
Therefore, I would like to conclude that in the past decade we learned in the PLM-domain to work in a Coordinated manner – leaving silos mostly in place.
Next week I will look forward to our challenging upcoming decade. Topics on my list for the next decade are:
- From Coordinated to Connected – Generation Change
- Sustainability of our Earth (and how PLM can help)
- Understanding our human behavior to understand how to explain PLM to your execs- PI PLMx London 2020
- All combined with restoring trust in science
I wish you all a happy and healthy New Year – take time to listen and learn as we need dialogue for the future, not opinions.
See you in 2020
During my holiday I have read some interesting books. Some for the beauty of imagination and some to enrich my understanding of the human brain.
Why the human brain? It is the foundation and motto of my company: The Know-How to Know Now.
In 2012 I wrote a post: Our brain blocks PLM acceptance followed by a post in 2014 PLM is doomed, unless …… both based on observations and inspired by the following books (must read if you are interested in more than just PLM practices and technology):
- The Innovator’s Dilemma by Clayton Christensen
- On Intelligence by Jeff Hawkins
- Thinking, Fast and Slow by Daniel Kahneman
In 2014, Digital Transformation was not so clear. We talked about disruptors, but disruption happened outside our PLM comfort zone.
Now six years later disruption or significant change in the way we develop and deliver solutions to the market has become visible in the majority of companies. To stay competitive or meaningful in a global market with changing customer demands, old ways of working no longer bring enough revenue to sustain. The impact of software as part of the solution has significantly changed the complexity and lifecycle(s) of solutions on the market.
Most of my earlier posts in the past two years are related to these challenges.
What is blocking Model-Based Definition?
This week I had a meeting in the Netherlands with three Dutch peers all interested and involved in Model-Based Definition – either from the coaching point of view or the “victim” point of view. We compared MBD-challenges with Joe Brouwer’s AID (Associated Information Documents) approach and found a lot of commonalities.
No matter which method you use it is about specifying unambiguously how a product should be manufactured – this is a skill and craftsmanship and not a technology. We agreed that a model-based approach where information (PMI) is stored as intelligent data elements in a Technical Data Package (TPD) will be crucial for multidisciplinary usage of a 3D Model and its associated information.
If we would store the information again as dumb text in a view, it will need human rework leading to potential parallel information out of sync, therefore creating communication and quality issues. Unfortunate as it was a short meeting, the intention is to follow-up this discussion in the Netherlands to a broader audience. I believe this is what everyone interested in learning and understanding the needs and benefits of a model-based approach (unavoidable) should do. Get connected around the table and share/discuss.
We realized that human beings indeed are often the blocking reason why new ways of working cannot be introduced. Twenty-five years ago we had the discussion moving from 2D to 3D for design. Now due to the maturity of the solutions and the education of new engineers this is no longer an issue. Now we are in the next wave using the 3D Model as the base for manufacturing definition, and again a new mindset is needed.
There are a few challenges here:
- MBD is still in progress – standards like AP242 still needs enhancements
- There is a lack of visibility on real reference stories to motivate others.
(Vendor-driven stories often are too good to be true or too narrow in scope) - There is no education for (modern) business processes related to product development and manufacturing. Engineers with new skills are dropped in organizations with traditional processes and silo thinking.
Educate, or our brain will block the future!
The above points need to be addressed, and here the human brain comes again into the picture. Our unconscious, reptile brain is continuously busy to spend a least amount of energy as described in Thinking, Fast and Slow. Currently, I am reading the Idiot Brain: What Your Head Is Really Up To by Dean Burnett, another book confirming that our brain is not a logical engine making wise decisions
And then there is the Dunning-Kruger effect, explaining that the people with the lowest skills often have the most outspoken opinion and not even aware of this flaw. We see this phenomenon in particular now in social media where people push their opinion as if they are facts.
So how can we learn new model-based approaches and here I mean all the model-based aspects I have discussed recently, i.e., Model-Based Systems Engineering, Model-Based Definition/ Model-Based Enterprise and the Digital Twin? We cannot learn it from a book, as we are entering a new era.
First, you might want to understand there is a need for new ways of working related to complex products. If you have time, listen to Xin Guo Zhang’s opening keynote with the title: Co-Evolution of Complex Aeronautical Systems & Complex SE. It takes 30 minutes so force yourself to think slow and comprehend the message related to the needed paradigm shift for systems engineering towards model-based systems engineering
Also, we have to believe that model-based is the future. If not, we will find for every issue on our path a reason not to work toward the ultimate goal.
You can see this in the comments of my earlier post on LinkedIn, where Sami Grönstrand writes:
I warmly welcome the initiative to “clean up” these concepts (It is time to clean up our model-based problem and above all, await to see live examples of transformations — even partial — coupled with reasonable business value identification.
There are two kinds of amazing places: those you have first to see before you can believe they exist.
And then those kinds that you have to believe in first before you can see them…
And here I think we need to simplify en enhance the Model-Based myth as according to Yuval Harari in his book Sapiens, the power of the human race came from creating myths to align people to have long-term, forward-looking changes accepted by our reptile brain. We are designed to believe in myths. Therefore, the need for a Model-based myth.In my post PLM as a myth? from 2017, I discussed this topic in more detail.
Conclusion
There are so many proof points that our human brain is not as reliable as we think it is. Knowing less about these effects makes it even harder to make progress towards a digital future. This post with all its embedded links can keep your brain active for a few hours. Try it, avoid to think fast and avoid assuming you know it all. Your thoughts?
Learning & Discussing more?
Still time to register for CIMdata PLM Roadmap and PDT Europe
PLM is required to become customer focused is one of the marketing statements, in the same way as PLM and Innovation are connected. Before moving into PLM topics, I want to share some personal experiences related to customer focus. These experiences happened to me almost within a one-day timeframe.
Two weeks ago I landed late in the evening at Schiphol airport. A bus took us from the plane to an arrival gate to go through security. With the other passengers, I arrived in a passage which was planned to be closed during the night as maintenance should take place. Two servicemen were frustrated by the crowd passing by.
One of them said: “How was it possible that passengers still arrive and disturb our work?” ** . The other serviceman said: “The bus driver has gone crazy to drop these passengers here where we are supposed to work?”**
** Free translated from a native Dutch local accent.
As a customer, I realized this is a common problem of large enterprises. Most employees are not connected to their customers anymore. They focus only on their work, and every disruption (even by customers) is an element of irritation. They do not realize it is the customer at the end that pays their salary.
Next I went to the railway station to catch my train to Utrecht. Waiting on the platform, the announcement for my train to arrive did not pop up as expected on the billboard and disappeared from the list. A few minutes after the train should have departed from the station, a speaker announces the train to Utrecht has been cancelled.
Why this happened nobody knows. There were no railway employees around to provide more information. (Perhaps too late – their shift was over?) Half an hour later the next train was supposed to come in. At the scheduled time, a train arrived at the platform, and everyone got into the train.
The train speaker announced that this is NOT THE TRAIN to Utrecht, and he advised all travelers for Utrecht to get out. Many passengers including me went outside looking for a railway employee who could explain what was happening. But there was no one around. At a certain moment, the right train arrived and finally after 1½ hour delay I came home and decided to file a complaint. Mainly because there was no interaction possible with any railway employee to understand why it happened, get rid of my annoyance, and what the alternatives to travel were.
Next surprise: It was not possible to file a complaint directly; you had to go through a virtual assistant named Eva. Probably they use a female name as men are usually more respectful in their conversation towards a woman than to man. Imagine it would have been Joe. Still lack of intelligence can be annoying for everyone as you can see below:
Only when you provide Eva with your personal details and email address, you get a mail back from customer service to which you can respond with your complaint. This is somehow the same principle as a firewall with a reverse proxy. How to shield yourself from customers / virus attacks.
So I sent my mail and got a confirmation mail that I would get a response within 2 working days. And indeed within two days the answer came. They were really sorry, and they have taken so many measures already in the past to avoid this kind of situations it was almost impossible this had happened. Sorry. It was a classical answer, and what was missing any link to the actual event – nobody probably inside the railway company would take an initiative to understand what has happened. Disappointing.
As a customer, I realized this is a common problem of large enterprises. They are not connected to their customers anymore. They are afraid of direct contact and build a solid defense wall around their organization. They do not realize it is the customer at the end that pays their salary.
The next day ….
I had an issue with my telephone system (Murphy´s law). The telephone company, like the railway company, was in the past a state-owned company, meaning they had a monopoly for 50 years and more. They are still struggling to become customer centric as the older staff is still in control.
If you try to interact with them through the regular means, by phone (long waiting times – many times diverted to other departments), or by email (thank you for your email – we will try to respond within two working days), you will have a similar response.
As a customer, I realized this is a common problem of large enterprises. They are not connected to their customers anymore. People try to do their best in their domain, and if it does not fit anymore you are diverted or set aside as there is enough to keep you busy. They do not realize it is the customer at the end that pays their salary.
Enough fun now, I am sure this happens in many other places.
Back to become customer centric
When you look at a small startup company, they are focused on the outside world. To gain market share and market attention they need to focus on their potential customers and learn to engage with them as soon as possible. They have a distinctive or new proposition and the faster they understand the dynamics of their potential market, the better they have the likelihood customers will choose their offering and become successful.
And as the company is small, everyone knows who is doing what. People are multitasking and flexible. Somehow the same characteristics you find in a small mid-market company. Every customer order is celebrated there and known.
When companies become large, people start to become specialized, and they create departments. There is a need for globalization and more people will join the company around the world, combined with a layer of middle management. And more and more the management approach becomes MBR (management by results) as this has become the standard. I wrote about MBR and about MBM (management by means) in a previous post – profit beyond measure.
The disadvantage of the MBR approach is that instead of having a company looking outside to their customers, the organization turns inwards. Instead of “I need to satisfy my customers as at the end they pay my salary” the mind switches towards “I need to satisfy my boss as he/she pays my salary”
Departments optimize themselves to attain efficiency and get the numbers they need to provide. For many departments, here the decision is made that customers are too disruptive or evil as they disrupt the ideal process – customer interaction becomes a threat. It is safer to do nothing and keep responding to what your boss / management wants, instead of acting in a customer centric manner as it disrupts the daily work.
Still all companies want to be customer centric as this is THE WAY to stay in business. If you know what your customers want or even better, if you can give them their unique experiences, you are ahead of the competition. And keep in mind to think glocal (global but act local – customer centric)
Glocaliszation ?
How can we bring the customer centric approach to large companies, where most departments work totally isolated from customers for various reasons? In my younger days, when I was connected with software development, I noticed most R&D organizations want to spend all day and their energy on developing new (cool) things, instead of optimizing existing (boring) stuff. Where optimizing existing stuff is what customers want, and new stuff is perhaps what marketing and sales think is needed. I think there is a lot of coolness possible in optimizing boring stuff (look at Apple).
Clayton Christensen wrote in his book “The Innovators Dilemma -When New Technologies Cause Great Firms to Fail” about why leading companies lose their connection with the market. They focus on their large customers and want to satisfy these large ones. The strange situation is here that they are customer centric but only for a few, where the benefit often lies in volumes of customers. Big companies focusing on key customers do not see disruption and innovations coming up, and at a certain moment they can become obsolete. Read his book if you work for a great firm. I wrote about his thoughts in the context of PLM –: The Innovators Dilemma and PLM
Finally, the extreme you find in governmental organizations. With their lack of competition and most of the time tax money coming in, there is no need to be customer centric. Even if an individual wants to be customer centric, the system will not allow this person much room to act different.
However, there is hope, and my hope is based on the Millenials or the so called “generation Y”. I described them in a recent post after reading the book Fast Future: Mixing past and future generations with a PLM sauce
If we go back to my problem with the telephone system and the large phone company, there a change is happening. A year ago I discovered they have a “social” helpdesk. If you send them a direct message through Facebook or Twitter; you receive a response within a few hours. And next they pick up the issue and take the initiative to solve it.
The same is valid for my favorite airline, KLM. As part of the big joint venture with Air France, all official contact through mail became hopeless, but their responses through Facebook are fast and to the point.
What happens behind the scenes in these two companies, and I am sure it happens in more companies, is that new employees (generation Y) become the focal point to the customer and they take away the burden of dealing with a large, rigid organization. Because they understand the company better and are considered as one-of-us inside the company, they have access to the information. They can push and pull information, initiate actions and at the end come back with a customer focused response.
This approach of personal customer interaction brings you in a better mood, although I must say in the case of the activities with the telephone company, issues were not resolved much faster. The old processes internally were still not in sync with each other. Probably because there is not “a single version of the truth”-concept like in most companies. Different systems for different purposes, not integrated cause mistakes, especially when the customer wants an immediate response and resolution.
Maybe an example to explain this approach. When working in a classical PLM system, it is all about the data inside the system with the right status and version. In modern PLM, it could be the most credible information the system could provide based on (search) algorithms. It is the similar to the way Google translate works – this was a translation a year ago:
In Dutch, the text is only about men, but as the combination women and kitchen was more commonly found, Google translated the sentence as above. Sexistic, based on historic associations. If you try the same sentence now, you get:
An accurate translation based on error fixing once. Google does not keep the one-to-one translation of words but presents the sentence with the highest probability. And when corrected it reminds the fix. This is somehow in the same manner as our brain associates information. Ultimately in a few years these engines can become as powerful as an experienced worker.
But what intrigued me more was the fact that these “social employees” somehow became the glue in the organization, connecting people and departments internally. Bringing to the customer a positive experience. Instead of specialists there was a need for generalists who can communicate.
Could this also work in the context of PLM? Instead of trying to tear down the silos, use a team of “social workers” who will interact with customers or the people in the field?
I am not sure. The type of customer interaction I described was mainly related to standard products and services. Not sure if this approach of generalists (data miners) would work in manufacturing companies.
When asking myself this question in the PLM domain, it realized it is somehow describing the work I am doing most of the time. Working with companies implementing PLM, working with PLM vendors and implementers on building plans to solve or resolve issues, without being part of a single project (silo) all the time – a “social worker” – a generalist is becoming an expert in generalizations.
So I am interested to learn, is anyone of the readers of this post aware of the “social approach” in their environment? Do you see companies hire generalists (generation Y) to connect the old world back to their customers?
The downside of the “social worker” is that the internal organization is even more shielded from annoying customers who disturb their plans and daily rhythm. It does not solve the silo problem.
However look at it from the modern data centric (PLM) approach, where storing information is no longer the goal. It is about identifying the right data in the context of an activity where data might come from different sources. Exactly what generation Y is used to do, the data scientist. With their mindset of connecting data instead of owning data, this generation might produce the next evolution of PLM.
Will the future be working towards access to information as likely the single truth, or will we keep on working towards a single version of the truth? If it is going to be disruptive? (Probably yes) If it is in the near future? (Why not) this is still unclear to me.
No conclusion this time.
Many questions ……
Your thoughts / comments?
May 24th, 2008 was the date I posted my first blog post as a Virtual Dutchman aiming to share PLM related topics for the mid-market.
I tried to stay away from technology and function/feature debates and based on my day to day observations, describe the human side of the PLM – what people do and why . All from a personal perspective and always open to discuss and learn more.
Looking back and reviewing my 86 posts and 233 comments so far, I would like to share a summary around some of the main topics in my blog.
PLM
In 2008, PLM awareness was much lower – at that time one of the reasons for me to start blogging. There was still a need to explain that PLM was a business strategy needed beside ERP and PDM.
PLM will bring more efficiency, and in better quality, new innovative products to the market due to better collaboration between teams and departments.
At that time the big three, Dassault Systemes, Siemens and PTC were all offering a very CAD-centric, complex approach for PLM. There was no real mid-market offering, although their marketing organizations tried to sell as-if a mid-marketing offering existed. Express, Velocity, ProductPoint where are these offerings now ?
Now, In 2012 there is an established PLM awareness as everyone is talking about (their interpretation of) PLM and with Autodesk, a company that knows how to serve the mid-market, also acknowledged there is a need for PLM in their customer base, the term PLM is widespread
The new PLM providers focus on a disconnect between PDM and PLM, as in particular the handling of enterprise data outside the PDM scope is a white space for many mid-market companies that need to operate on a global platform.
PLM & ERP
In the relation between PLM and ERP, I haven’t seen a big change the past four years. The two dominating ERP originated vendors, SAP and Oracle were paying attention to PLM in 2008 in their marketing and portfolio approach.
However their PLM offerings in my perception, haven’t moved much forward. SAP is selling ERP and yes there is a PLM module and Oracle is having PLM systems, but I haven’t seen a real targeted PLM campaign explaining the needs and value of PLM integrated with ERP.
Historically ERP is the main IT-system and gets all the management attention. PLM is more considered something for engineering (and gets less focus and budget). Understanding PLM and how it connects to ERP remains a point of attention and the crucial point of interaction is the manufacturing BOM and the place where it is defined. The two most read posts from my blog are: Where is the MBOM and next Bill of Materials for Dummies – ETO, indicating there is a lot of discussion around this topic.
I am happy to announce here that in October this year during PLM Innovation US, I will present and share my thoughts in more detail with the audience, hoping for good discussions
New trends
There are three new trends that became more clear the past four years.
The first one to mention is the upcoming of Search Based Applications (SBA). Where PLM systems require structured and controlled data, search based applications assist the user by “discovering” data anywhere in the organization, often in legacy systems or possible in modern communication tools.
I believe companies that develop an integrated concept of PLM and SBA can benefit the most. PLM and ERP vendors should think about combining these two approaches in an integrated offering. I wrote about this combined topic in my post: Social Media and PLM explained for Dummies
The second trend is the cloud. Where two-three years ago social media combined with PLM was the hype as a must for product innovation and collaboration, currently cloud is in focus.
Mainly driven and coming for the US, where the big marketing engine from Autodesk is making sure it is on the agenda of mid-market companies.
In Europe there is less a hype at this moment, different countries and many languages to support plus discussions around security take the overhand here.
For me a cloud solution for sure is lowering the threshold for mid-market companies to start implementing PLM. However how to make the change in your company ? It is not only an IT-offering. Like a similar discussion around Open Source PLM, there is still a need to provide the knowledge and change push inside a company to implement PLM correct. Who will provide these skills ?
The third trend is the applicability of PLM systems outside the classical manufacturing industries.
I have been writing about the usage of PLM systems for Owner/Operators and the civil / construction industry, where the PLM system becomes the place to store all plant related information, connected to assets and with status handling. Currently I am participating in several projects in these new areas and the results are promising
People and Change
I believe PLM requires a change in an organization not only from the IT perspective but more important from the way people will work in an organization and the new processes they require.
The change is in sharing information, making it visible and useful for others in order to be more efficient and better informed to make the right decisions much faster.
This is a global trend and you cannot stay away from it. Keeping data locked in your reach might provide job security but in the long term it kills all jobs in the company as competiveness is gone.
The major task here lies with the management that should be able to understand and execute a vision that is beyond their comfort zone. I wrote about this topic in my series around PLM 2.0
Modern companies with a new generation of workers will have less challenges with this change and I will try to support the change with arguments and experiences from the field.
Audience
Since February this year, WordPress provides much more statistics and interesting is the map below indicating in which countries my blog is read. As you can see there are only a few places left on earth where PLM is not studied. Good news !!
Although most of my observations come from working in Europe, it is the US that provides the most readers (30 %) , followed by India (9 %) and on the third place the UK (6 %).
This might be related to the fact that I write my blog in English (not in 100 % native English as someone commented once).
It makes me look forward to be in October in Atlanta during the PLM Innovation US conference to meet face to face with many of my blog readers and share experiences.
Conclusion
Reading back my posts since 2008, it demonstrated for me that the world of PLM is not a static environment. It is even that dynamic that some of the posts I wrote in the early days have become obsolete.
At the end of 2008 I predicted the future of PLM in 2050 – here we are on the right track.
There is still enough blogging to do without falling into repetitions and I am looking forward to your opinion, feedback and topics to discuss.
Related articles
- PLM misconceptions (virtualdutchman.com)
Sorry for the delay between this post and the previous post. A break with a lot of PLM work on my side and no adverts on your side: win-win. But now I have time to continue the serial around PLM 2.0. We are in the middle.
A small recap on the agenda:
| First post | : What is PLM 2.0? – published Aug 24th |
| Second post | : Challenges in current PLM – published Sept 4th |
| This post | : Change in business – published Oct 3rd |
| Final post | : Why PLM 2.0 – conclusions |
In the first post I described the changes in PLM messaging from vendors – PLM 2.0 or similar terms. In the second post I described the current challenges of PLM, which are well known – if you have access to in LinkedIn to the PLM related groups you will find discussions around the challenges of current PLM. And they set the spirit – good or bad.
Now in this post I will bring up some trends, which to my opinion, unmistakably must lead to a new way of PLM in order to adapt to the future.
Generation Y – a new generation of workers
Generation Y: It is interesting to learn that everywhere companies are complaining or warning that their existing workforce is going to retire with all their knowledge without decent follow-up. In parallel they state it is difficult to find new employees with similar skills that will guarantee the future of the company. The new generation of workers, often identified as Generation Y, has different skills and different motivations.
Some interesting generalizations (note I am not a social anthropologist).
The older generations were raised with the concept: Knowledge is Power – You as an individual needed to have in-depth skills to be the right person for a job – a job is your life and for life. As a negative result of this approach, you see that exactly this older generation sometimes ‘sits’ on their knowledge as a kind of job guarantee – they do not like sharing information – “Come to me and I will help you” is their motto till they retire.
Generation Y does not have this job for life attitude – they look more for short term success and fulfillment and therefore they do not fit so well in the way traditional companies work. They are not the type of knowledge workers previous generations had, but they are, thanks to their skills with modern digital media, capable of finding information and combining information into knowledge. They work different.
The interesting observation from my side is that Generation Y is exactly the type of people PLM requires, as it is all about sharing and combining data. What is blocking their acceptance for current PLM is that the implementation is not architected to their work motivation. Look at:
- The way information is stored (too structured),
- The way information is presented (too structured, boring screens).
- The way information has to be entered in the system (too unfriendly – overkill)
For them PLM needs to move more to an intuitive way of presenting information, capturing data as-if it is something like serious gaming. And the new PLM needs to have a way to manage structured and unstructured data combined.
For companies that complain, they are losing skilled workers in the future, they should not complain but adapt. They should look forward and solve the problems for the future, which means a different way of doing business and implementing PLM. Do not choose what the dinosaurs did.
New styles of business management
Here I want to come back to my first post – I was intrigued by reading Steve Denning’s posts and its relation to PLM. Through the post Why Amazon can’t Make a Kindle in the USA, I found the post The Death and Reinvention of Management the best fitting with my PLM drive.
Steve describes five fundamental shifts in management that make companies ready for the 21st century.
Take time to read the post (and go more in-depth if you get as enthusiastic as me) – but come back to read the rest of this post
I summarize/quote the five shifts from Steve here (as I am sure not everyone has done the reading):
1. The company’s goal has to shift to one of delighting clients i.e. a shift from inside-out (“You take what we make”) to outside-in (“We seek to understand your problems and will surprise you by solving them”)
2. The role of the manager has to shift from being a controller to an enabler, so as to liberate the energies and talents of those doing the work and remove impediments that are getting in the way of work.
3. The mode of coordination shifts from hierarchical bureaucracy to dynamic linking, i.e. to a way of dynamically linking self-driven knowledge work to the shifting requirements of delighting clients.
4. There is a shift from value to values; i.e. a shift from a single-minded focus on economic value and maximizing efficiency to instilling the values that will create innovation and growth for the organization over the long term.
5. Communications shift from command to conversation: i.e. a shift from top-down communications comprising predominantly hierarchical directives to communications made up largely of adult-to-adult conversations that solve problems and generate new insights.
Here we see the typical PLM 2.0 targets. I will translate them into our PLM terminology.
Shift # 1 – The shift to delight clients – from which PLM vendor do we hear this statement? Which PLM vendor puts the customer in focus, instead of their “superior” technology?
Shift #2, #3 and #5 are typical PLM 2.0 capabilities which I described in my first post. See below the PLM 2.0 differentiators:
And where do we find shift #4? How do PLM vendors address this change beyond marketing?
My conclusion on this point: Both PLM and management require a change to be ready for the 21st century – It is exactly what generation Y is looking for, it is exactly what future consumers are looking for. However currently classical PLM and classical Management are dominating the thought process – and they do not like change so much as it would put past investments and achievements at risk.
The Importance of Social Media
Already described in the two previous trends, social media concepts fit exactly in the shift that we see towards the future. It impacts the way companies change their marketing and address their customer base. In parallel it affects the ways teams collaborate in the product development space, innovation teams are global product development teams.
My thoughts: Social media might look like a hype, but the basic concepts of social media will be required for future PLM
Globalization for SMB
The major trend from the past decade is that SMB’s (Small and Medium Businesses) do not longer serve and fight for a regional existence. Competition and customers come from everywhere and production is more and more outsourced. The traditional company that is #1 in their region does not longer exist. Even SMBs have to consider ways to collaborate globally – again another driver for PLM 2.0
My thought: Traditional SMBs are never the leading companies in new trends, they hang on their core knowledge and have probably a longer way to go to really adapt to the future. Startup SMBs with no historical hindrance are likely to outperform them.
Innovation, Intellectual Property & War on Patents
In a global market, innovation is the key driver to be successful combined with the point above: delight the customer. In order to delight the customer you need to innovate as delightment does not come from commodities.
And with innovation I am not only addressing the consumer market, innovation is required in all areas: green products, green production as world climate and its population forces us to change.
The successful products for the future will be those that are bringing innovation and when your company owns this Intellectual Property, your near future is going to be profitable,
Therefore the “War for Patents” will be everywhere. We currently see in the news the tablet and Smartphone patents wars, but it pops up everywhere, some more visible than others.
A “War for Patents” costs a lot of money (mainly spent to lawyers). Therefore the balance should be found between protecting your IP and to innovate faster. In this way your patents become less relevant because newer exist. To my opinion the new PLM should be the engine for innovation first and secondly the system to protect your IP
Conclusion:
Again too many words for a blog post, but the topic is huge and I hope you see the need for a different PLM (PLM 2.0): A PLM that is targeted to the change in business all around the world. The monetary crisis which is another symptom of the old business gives us a chance to change. We need to change organizations and collaboration to remain profitable in the future – don’t be an ostrich
My thoughts –looking forward to your feedback
It has been silent from my side the past – more than two months. Extremely busy and sometimes surprised to see the amounts of post some of my colleagues could produce, with Oleg as the unbeaten number one. During this busy period I was able to observe some interesting trends listed below:
Going Social
Social Media and PLM is one of the favorite topics for both bloggers and some PLM vendors at this moment. New products for community based collaboration or social engineering are promoted. Combined with discussions and statements how the new workforce (Generation Y) should get challenging jobs without doing the ‘old boring stuff’.
True arguments to initiate a change in the way we work. And I agree, must of current PLM systems are not ‘intelligent’ enough to support engineers in a friendly manner. However is there an alternative at this moment ? Below a commercial (in Dutch) promoting that elderly workers are still required for quality.
I discussed the relation PLM and Social Media some time ago in my post Social Media and PLM explained for dummies. In addition my observation from the field, gives me the feeling that in most companies the management is still dominated by the older generation, and most of the time they decide on the tools they will be using. No X and Y at this moment. Therefore I do not see a quick jump to social media integrated with PLM – yes the vision is there – but the readiness of most companies is not yet there.
Cloud
PLM and Cloud are also more and more mentioned by PLM vendors as a new solution specially for the mid-market. And with an optimistic mind you can indeed believe that with a low investment (pay per use) mid-market companies can do their PLM on-line. But why are existing on-line PLM systems not booming at this time ? (Arena / PLMplus / and the major PLM vendors) I believe that there are two key reasons for that:
- Implementing PLM is not equal to installing a system. PLM is a vision to be implemented using a system. And the difficulty is that a vision does not match function and features from a product vendor. There is a need for a driving force inside the company that will support the business change. Where are the consultants and advocates (with experience) for this type of solutions ?
- There is still a reluctance to store intellectual property somewhere on-line in a cloud without direct control and ownership of data. Mid-market companies are not known to choose solutions ahead of the mass. In this type of companies cloud based CAD tools might be an entry point, but all product data – no way they say.
PLM or ERP
Before even talking about new technologies or fundamentals for PLM, I see the biggest challenge for PLM is still to get the recognition as the system for product knowledge (IP) and innovation. In too many companies ERP rules and PLM is considered as a way to capture CAD and engineering data. The main PLM vendors are not addressing this challenge – they neglect ERP (yes we can connect). And ERP vendors like SAP and Oracle are not known for their PLM messages and strategy (yes we have PLM). As ERP is often the major IT-system historically, there is so often the (wrong) opinion that everything should be built and based on one system.
In some publications I have seen the Swiss knife as an example for the multi-functional system with all tools embedded. My question remains – who wants to work only with a Swiss knife when doing professional work ?
I like to have the right tools to do my job
The most important topic around my blog the past 3 years has been around the Manufacturing BOM – where should it be – and where is the MBOM current ?
Sweden – a reality check
Last week I attended the DS PLM forum in Gothenburg to present the vision of using a PLM system as the backbone for plant information management for owners/operators and how ENOVIA supports this vision.
But I also learned Sweden is (one of) the most innovative countries (I need to verify the criteria used but can imagine there is a source of truth). What impressed me more where the presentations from Staffan Lundgren from Sony Ericsson with the title “Living in a world of change – balancing stability and flexibility” and Magnus Olsson from Volvo Cars with the title “Driving operational excellence in a challenging business environment”. Both companies are well known for their robust image. From both speakers you could experience that they are not worried so much about Generation Y, their success is depending on a clear vision and a will to go there. And this basic drive is often missing – PLM is not a product you buy and then business continues as usual
Conclusion
PLM vendors made a lot of noise the past months (events / product announcements) and customers might get the impression that technology and software (or the price of software) are the main criteria for successful PLM. Although not unimportant, I would focus on the vision and to assure this vision is understood and accepted by the company. 
Jos Voskuil's Weblog 
Hi Jos, Having been involved in multiple tool implementations, one other drawback to smart numbering is that tools need to…
Good day Jos, I was involved in many implementations over the years (including) Philips…. Indeed smart part numbers was a…
If one were starting out a brand new company, you could start a part numbering sequence at 100 and just…
Jos, as always a great report. Agree with you, the agenda and the presentations was a bit of Classic PLM…
Another Interesting article, I also see this kind of development in our company where terminology shifts and approach methods change.…