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.
Driving change with clear process and platform ownership, change leadership and value commitment across the relevant stakeholder groups
Building an effective data strategy and governance to drive maturity growth across enterprise architecture, Digital Twins and the Digital Thread
Defining new operating models across the product development cycles, and across the supply chains
Driving process engineering and effective adoption, supported by associated digital platforms and interfaces
Helping organizations maximize value through organizational change management and effective stakeholder management
Capitalizing from data and process analytics, improving delivery governance and quality standard adherence
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
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
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
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
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
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
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
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