In a previous post, I discussed high-level people attributes, competencies, skills and roles required when selecting and implementing PLM solutions; though not going through all technical skills and roles in an exhaustive manner (some ar...
People fix problems; they define problem statements, select and implement solutions, deploy PLM and other digital platforms. Talents are central to making decisions, designing solutions, leading and influencing stakeholders in improving ...
As discussed in a previous post, PLM success can be defined around five critical success factors (CSFs) covering: 1) solution sign-off, 2) user adoption once deployed, 3) data quality, 4) platform and data accessibility, and finally 5) s...
PLM projects, like other digital transformation initiatives, can be deemed successful when they deliver upon the promise of business change and capabilities as scoped in their business case. At a macro level, success can be derived in ma...
Appointing a System Integrator to lead the implementation a PLM solution / platform does not guaranty success; neither does it mitigates every risk related to poor delivery performance, delayed deployment, limited value-add, lower benefi...
Implementing PLM solutions and other digital platforms is no trivial task, especially for organizations with complex product portfolio and manufacturing processes, workforce and supply chain on a global footprint, significant legacy proc...
