I was reading an amazing post by Larry Cheng: Relative Value vs. Absolute Value. This made me think about how we are developing PLM today. It seems like we are doing this with very absolute values: PLM allows you to cut costs, optimize processes, increase profits, etc. From the technology standpoint, PLM allows you to manage product data in a traceable way, handle changes etc.
What is the problem? I think that PLM sticks to the ecosystem of “Enterprise Software”. We tried to put it into this ecosystem in the first place, so this is actually what created the problem in the first place. Enterprise software is perceived as expensive with costly implementations and ROI that is not simple. So, with PLM being perceived as “the most expensive dish on the table” (sorry, Larry’s post put me into a food mode):)… I think we need to find a new way for PLM to get into an organization and we need to make sure to focus on PLM values in relative way. So, how can you do this?
Here are a few of my ideas that I wanted to share with you:
- Take PLM out of “Enterprise Software bundle” and position it as a productivity software for product development
- Combine PLM capabilities with Office Tools – approach IT and business directly. In today’s economy, many companies are struggling with the cost of enterprise software implementation and are looking for good alternatives
- Don’t sell “process orientation” – focus on “task completion” and management of the work that needs to be done.
I imagine that you might find this a bit strange and the way that we think of PLM in terms of ‘Out of The Box’, but maybe it’s time to change?