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- It does not make sense to define the future of PLM
- PLM is not an engineering solution anymore
- Linearity of business is faster becoming a holdback
- The Product in PLM is no longer a mechanical Product
- Planet Lifecycle Management has made a next major step
It does not make sense to define the future of PLM
At the beginning of this year, there was an initiative to define the future of PLM for 2025 to give companies, vendors, implementors a guidance to what is critical and needed for PLM in 2015. Have a read here: The future of PLM resides in Brussels.
I believe it is already hard to agree what has been the recognized scope of PLM in the past 10 years, how can we define the future of PLM for the next 10 years. There are several trends currently happening (see the top 5 above) that all can either be in or out of scope for PLM. It is no longer about the definition of PLM; it is dynamically looking towards how businesses adapt their product strategy to new approaches.
Therefore, I am more curious how Product Innovation platforms or Business Innovation platforms will evolve instead of focusing on a definition of what should be PLM in 2025. Have a further look here, such as, The Next Step in PLM’s Evolution: Its Platformization a CIMdata positioning paper.
Conclusion: The future is bright and challenging, let´s not fence it in by definitions.
PLM is not an engineering solution anymore
More and more in all the discussions I had this year with companies looking into PLM, most of them see now PLM as a product information backbone throughout the lifecycle, providing a closed-loop of information flow and visibility across all discipline.
End-to-end visibility, End-to-end tractability, Real-time visibility were some of the buzz-words dropped in many meetings.
These words really express the change happening. PLM is no longer an engineering front-end towards ERP; PLM interacts at each stage of the product lifecycle with other enterprise systems.
End-to-end means when products are manufactured we still follow them through the manufacturing process (serialization) and their behavior in the field (service lifecycle management/field analytics).
All these concepts require companies to align in a horizontal manner, instead of investing in optimizing their silos. Platformization, as discussed above, is a logic step for extending PLM.
Conclusion: If you implement PLM now, start thinking first about the end-to-end flow of information. Or to be more concrete: Don´t be tempted to start with engineering first. It will lock your new PLM again in an extended PDM silo.
Linearity of business is faster becoming a holdback
Two years ago I started talking about: Did you notice PLM is changing ? This topic was not in the mainstream of PLM discussions two years ago. Now with the introduction of more and more software in products (products become systems), the linear process of bringing a product to the market has become a holdback.
The market /your customers expect faster and incremental innovations/ upgrades preferably without having to invest again in a new product. If you look back, the linear product development approach has not changed since the Second World War. We automated more and more the linear process. Remember the New Product Introduction hype around 2004 -2006, where companies started to extend the engineering process with a governance process to follow a product´s introduction from its early concept phase toward a globally available product. This process is totally linear. I wrote about it in my post: from a linear world to fast and circular, where the word circular is also addressing the change of delivering products as a service instead of deliver once and scrap them.
One of my favorite presentations is from Chris Armbruster: Rethinking Business for Exponential Times – enjoy if you haven´t seen this one.
Conclusion: The past two years the discussion related to modern, data-driven dynamic products and services has increased rapidly. Now with IoT, it has become a hype to be formalized soon as life goes faster and faster.
The Product in Product Lifecycle Management is no longer a mechanical Product
When I started to implement PDM systems in the nineties, we tried to keep electrical engineering outside the scope as we had no clue how to manage their information in the context of a mechanical design. It was very rudimentary. Now PLM best practices exist to collaborate and synchronize around the EBOM in an integrated manner.
The upcoming challenge now is due to the software used in products, which turn them into systems. And not only that, software can be upgraded in a minute. So the classical ECR / ECO processes designed for hardware are creating too much overhead. Agile is the motto for software development processes. Now, we (PLM consultants/vendors) are all working on concepts and implementations where these worlds come together. PLM (Product Lifecycle Management), ALM (Asset Lifecycle Management) and SysLM (System Lifecycle Management as introduced by Prof. Martin Eigner – have a read here) are all abbreviations representing particular domains that need to flow together.
Conclusion: For most companies their products become systems with electronics and software. This requires new management and governance concepts. The challenge for all vendors & implementors.
Planet Lifecycle Management has made a next major step
Finally good news came in the beginning of December, where for the first time all countries agreed that our planet needs to have a sustainable lifecycle. Instead of the classical lifecycle from cradle to grave we want to apply a sustainable lifecycle to this planet, when it is still possible. This decision is a major breakthrough pushing us all to leave the unsustainable past behind and to innovate and work on the future. The decisions taken in Paris should be considered as a call for innovative thinking. PLM can learn from that as I wrote earlier this year in my post PLM and Global Warming
Conclusion: 2015 was a year where some new trends became clear. Trends will become commodity faster and faster. A challenge for all of us to stay connected and understand what is happening. Never has the human brain challenged before to adapt to change with such an impact.
Closing 2015 means for me a week of quietness and stepping out of the fast lane. I wish you all a healthy 2016 with a lot of respect, compromises and changing viewpoints. The current world is too complex to solve issues by one-liners.
Take your time to think and reflect – it works!
SEE AND HEAR YOU BACK IN 2016
Topics discussed in 2014-2015
- The importance of a PLM data model: EBOM – MBOM
- EBOM and (CAD) Documents
- Some more EBOM methodology
- Products, BOMs, and Parts
- The Importance of a PLM data model
PLM and Business Change
- Modern PLM brings Power to the People
- The Innovator’s dilemma and Generation change
- The importance of change management with PLM
- PLM and Global warming
- Breaking down the silos with data
- From a linear world to fast and circular ?
From a linear world to a circular and fast-blog
PLM and Business
The brain has become popular in the Netherlands in the past two years. Brain scientists have been publishing books sharing their interpretations on various topics of human behavior and the brain. Common theme of all: The brain is influencing your perceptions, thoughts and decisions without you even being aware of it.
Some even go that far by claiming certain patterns in the brain can be a proof if you have a certain disorder. It can be for better or for worse.
“It was not me that committed this crime; it was my brain and more…”
Anyway this post will be full of quotes as I am not the brain expert, still giving the brain an important role (even in PLM)
“My brain? That´s my second favorite organ” – Woody Allen
It is good to be aware of the influence of the brain. I wrote about this several times in the past, when discussing PLM vendor / implementer selection or when even deciding for PLM. Many of my posts are related to the human side of justifying and implementing PLM.
As implementing PLM for me primary is a business change instead of a combination of IT-tools to implement, it might be clear that understanding the inhibitors for PLM change are important to me.
In the PLM communities, we still have a hard job to agree between each other what is the meaning of PLM and where it differs from ERP. See for example this post and in particular the comments on LinkedIn (if you are a member of this group): PLM is a business process, not a (software) tool
And why it is difficult for companies to implement PLM beside ERP (and not as an extension of ERP) – search for PLM and ERP and you find zillions of thoughts and answers (mine too).
The brain plays a major role in the Why PLM we have ERP battle (blame the brain). A week ago I read an older publication from Charles Roxburgh (published in May 2003 for McKinsey) called: Hidden flaws in strategy subtitle: Can insights from behavioral economics explain why good executives back bad strategies. You can read, hear and download the full article here if you are a registered user.
The article has been written long before the financial and global crises were on the agenda and Mr. Roxburgh describes 8 hidden flaws that influence our strategic decision making (and PLM is a strategy). I recommend all of you to read the full article, so the quotes I will be making below will be framed in the bigger picture as described by Mr. Roxburgh. Note all quotes below are from his publication.
Flaw 1: Overconfidence
We often make decisions with too much confidence and optimism as the brain makes us feel overconfident and over optimistic about our own capabilities.
Flaw 2: Mental accounting
Avoiding mental accounting traps should be easier if you adhere to a basic rule: that every pound (or dollar or euro) is worth exactly that, whatever the category. In this way, you will make sure that all investments are judged on consistent criteria and be wary of spending that has been reclassified. Be particularly skeptical of any investment labeled “strategic.”
Here I would relate to the difference in IT-spending and budget when you compare ERP and PLM. ERP spending is normal (or strategic) where PLM spending is not understood.
Flaw 3: The status quo bias
People would rather leave things as they are. One explanation for the status quo bias is aversion to loss—people are more concerned about the risk of loss than they are excited by the prospect of gain.
Another reason why adapting and implementing PLM in an organization is more difficult than for example just automating what we already do.
Flaw 4: Anchoring
Anchoring can be dangerous—particularly when it is a question of becoming anchored to the past
PLM has been anchored with being complex and expensive. Autodesk is trying to change the anchoring. Other PLM-like companies stop talking about PLM due to the anchoring and name what they do different: 3DExperience, Business Process Automation, …..
Flaw 5: The sunk-cost effect
A familiar problem with investments is called the sunk-cost effect, otherwise known as “throwing good money after bad.” When large projects overrun their schedules and budgets, the original economic case no longer holds, but companies still keep investing to complete them.
I have described several cases in the past anonymously; where companies kept on investing and customizing their ERP environment in order to achieve PLM goals. Although it never reached the level of acceptance and quality a PLM system could offer, stopping these projects was impossible.
Flaw 6: The herding instinct
This desire to conform to the behavior and opinions of others is a fundamental human trait and an accepted principle of psychology.
Warren Buffett put his finger on this flaw when he wrote, “Failing conventionally is the route to go; as a group, lemmings may have a rotten image, but no individual lemming has ever received bad press.”
A quote in a quote but so true. Innovative thinking, introducing PLM in a company requires a change. Who needs to be convinced? If you do not have consensus (which usually happens as PLM is vague) you battle against the other lemmings.
Flaw 7: Misestimating future hedonic states
Social scientists have shown that when people undergo major changes in circumstances, their lives typically are neither as bad nor as good as they had expected—another case of how bad we are at estimating. People adjust surprisingly quickly, and their level of pleasure (hedonic state) ends up, broadly, where it was before
A typical situation every PLM implementation faces: users complaining they cannot work as efficient anymore due to the new system and their work will be a mess if we continue like this. Implementers start to customize quickly and we are trapped. Let these people ‘suffer’ with the right guidance and motivation for some months (but this is sometimes not the business model the PLM implementer pushes as they need services as income)
Flaw 8: False consensus
People tend to overestimate the extent to which others share their views, beliefs, and experiences—the false-consensus effect. Research shows many causes, including these:
- confirmation bias, the tendency to seek out opinions and facts that support our own beliefs and hypotheses
- selective recall, the habit of remembering only facts and experiences that reinforce our assumptions
- biased evaluation, the quick acceptance of evidence that supports our hypotheses, while contradictory evidence is subjected to rigorous evaluation and almost certain rejection; we often, for example, impute hostile motives to critics or question their competence
- groupthink, the pressure to agree with others in team-based cultures
Although positioned as number 8 by Mr. Roxburgh, I would almost put it as the top when referring to PLM and PLM selection processes. So often a PLM decision has not been made in an objective manner and PLM selection paths are driven to come to the conclusion we already knew. (Or is this my confirmation bias too )
As scientists describe, and as Mr. Roxburgh describes (read the full article !!!) our strategic thinking is influenced by the brain and you should be aware of that. PLM is a business strategy and when rethinking your PLM strategy tomorrow, be prepared to avoid these flaws mentioned in this post today.