Size matters in agile. The agile team size is typically linked to scope and delivery capacity based on user stories. As discussed in a previous post, the Product Owner indirectly owns the scope / requirements, business facing plans, acce...
Value is on everyone’s agenda. Business value creation commonly drives every decision, from developing products to hiring new talents, implementing or improving capabilities, growing support functions, deploying change, etc. Maximizing...
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...
Everyone (almost!) can have clever ideas and define new visions and strategies. Implementing them is what matters and, above all, the people delivering value and benefiting from such strategies. This applies a fortiori to digital strateg...
