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Business Consulting and Transformation

Business Consulting and Transformation

Realizing value from business change and PLM platform implementation requires vision and strong executive leadership in “planning the next transformation roadmap”—driven by a robust PLM strategy, business case and target operating model for value delivery.

Driving effective transformation assumes a baseline understanding of the AS IS and expected TO BE operating models: from how a given organization develops, produces, configures, outsources, commercializes and supports its product lines and associated services, to how stakeholders and business functions collaborate.

It is essential to engage both top-down and bottom-up in assessing strategic and operational alignment; both in context of the organizational maturity, culture and readiness for change.

Capturing business requirements, processes, behaviours and data constructs across functions, managing ongoing expectations and knowledge are critical to initiate PLM implementation projects and programs.

Key Benefits

Effective stakeholder engagement

Driving change with clear process and platform ownership, change leadership and value commitment across the relevant stakeholder groups

Data continuity strategies

Building an effective data strategy and governance to drive maturity growth across enterprise architecture, Digital Twins and the Digital Thread

Product development optimization

Defining new operating models across the product development cycles, and across the supply chains

Operations and process improvement

Driving process engineering and effective adoption, supported by associated digital platforms and interfaces

Change and technology adoption

Helping organizations maximize value through organizational change management and effective stakeholder management

Value-driven business intelligence

Capitalizing from data and process analytics, improving delivery governance and quality standard adherence

Capabilities & Solution Elements

Diagnostic and health-check

Discovering how organizations operate, their current pain points and future growth plans, and how this is likely to affect their capability and capacity requirements; including impacts to their people, data and technology stack, from PLM to ERP, MES, etc

Business value assessment

Defining the PLM business case implies a good understanding of how current value realization will be enhanced, augmented or transformed; expected business benefits need to be aligned across functions, processes, platforms and interfaces

Operations excellence

Building continuous improvement to design and drive effective organizational structures, processes, roles, learning cultures and strategy-operations alignment; focusing on what matters to the enterprise at a given time, across both people and data perspectives

NPI / NPD assessment

Developing products in an effective and efficient manner, driving lean process and product delivery governance, automating essential non-value-added tasks and eliminating waste; liberating engineers and delivery teams to innovate more

OD / OCM / change management

Managing causes and effects of new processes, and any enterprise changes which affect functional teams modus operandi (how people work and collaborate); facilitating change adoption and organizational structure alignment

L1-2 process / capability map

Mapping and re-engineering business processes top-down; leveraging a storyboard and high-level workflow definition approach to capture the design intent and underpinning business architecture, including legacy and cultural factors

Transformation roadmap

Developing PLM deployment roadmaps which combine how change will be disseminated across the enterprise, how data will be migrated from legacy platforms, how data and processes will be integrated across the Digital Thread

TOM and business case

Building the delivery, engagement and commercial models based on sourcing and implementation partner strategies; building an effective fit-for-purpose target operating model to drive smooth delivery and transparent risk mitigation


Infrastructure Architecture
Infrastructure Architecture
The infrastructure architect investigates and analyzes the feasibility of the system requirements, develops the targeted system specifications and is responsible for defining the right infrastructure to secure the deployment of the business solution implementation.
Software Architecture
Software Architecture
The software architect defines the software architecture enabling the successful implementation of the solution, such that it suits the business requirements and achieves the desired results under given constraints.
Functional Consulting
Functional Consulting
The functional consultant documents the use cases, functional specifications, test plans and scenarios, and supports the customer’s end-users throughout the project implementation and deployment.
Solution Architecture
Solution Architecture
The solution architect is responsible for analyzing and translating business information and technical requirements into the architecture and design of the solution.
Project management
Project management
The project manager ensures the successful planning and the flawless execution to deliver on time and within budget.

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