Gary Knight

Challenging Business Change - Preparing for the Cultural Shift Required for PLM Roll-out

Jaguar Land Rover (JLR) had inherited from Ford and previous owners, a complex IT Architecture with over 600 legacy applications. Given a unique opportunity to change, they have embarked on a 4-year programme to design, test and deploy a unique and standardized system. Successful deployment required more than an effective technical solution - it demanded significant cultural and business change that was often challenging to predict.

Gary Knight shares his experiences of the project, the strategy behind the rollout and benchmarking cultural change management and user buy-in as the fundamental driver for successful implementation.

This session discusses:

  • Attaining both C-level and end-user engagement to avoid a top down strategy
  • Understanding PLM applicability across the lifecycle - building an end-to-end platform solution rather than simply a data management system
  • PLM pilot projects
  • Dividing up the strategy across work streams, people and platform to create a cross-functional team
  • The 4-year mark -  feedback on challenges and next steps

Peter Hirst

The CEO has to get it

For companies to succeed with the industrial internet, the CEO has to get it.

John Housego

Cultural Change Management - 'Innovation Runs through Everything that We Do'

The traditional hierarchy of a company involves a tiered model of upper and lower management; orders trickle down from the top and results trickle up from below. This model works for most and is widely adopted. But not at W.L. Gore & Associates, who, over the past 50 years of their operation, have adopted a model that will appear confusing and enlightening to most, in the continuous pursuit of growth and innovation.

  • Understanding the utmost importance of communication and interaction in business success
  • What does the flat-structure of W.L. Gore look like and what are its obvious implications?
  • What does it mean to be a 'values-based' company versus a traditional model? Exploring the 4 principles upon which this model is founded:
  • Commitment: no one tells anyone what to do; there are no job titles or descriptions and everyone is accountable for what they deliver
  • Fairness: always be fair in all internal and external transactions; always position a win-win approach to business
  • Water Line: everyone is in one boat; if you make a decision that translates into a hole in the boat above the water line, then take sole responsibility for your choice, but if it is below, consult and get advice
  • Freedom: take a promotional concept to your work and self-promote; there is no official salary grade and you are reviewed by your peers
  • Understanding the basic concept: no structure around departments means no restrictions to growth

Harminder Singh

Understanding the Importance of Cultural Change Management in Successful IT Deployment

  • Understanding that PLM requires both an IT and a human toolkit during implementation and maintenance
  • Exploring the workforce psyche - resistance to change, fear of failure and risk to job necesity when automating
  • Generating a strategy that trains and prepares the workforce for PLM integration
  • Viewing cultural change and support as a priority to support long-term PLM acceptance and success throughout the business

Dagmar Heinrich

The Human Factor: PLM and Cultural Change

Prof Dagmar Heinrich shares her perspective on the human element of PLM implementations, but these cultural change lessons are pertinent to any IT implementation.

Hermann Paetzold

How PLM Deployment Changes a Company's Culture

The decision and willingness to deploy PLM throughout a global organization, including non-technical departments, drives a cultural change process to create a more adaptive culture and to enforce cross departmental collaboration.

  • Following Robert Gilman's S-curve to monitor the progress of PLM deployment and to describe cultural change
  • Realising that the request for a user-friendly PLM system is an indicator of resistance to PLM enforcing cross departmental collaboration
  • Assigning visionary managers, who care deeply about customers, stockholders and employees, to drive and promote an adaptive corporate culture and a successful PLM deployment
  • Ensuring personal vision of each member of the implementation team to facilitate organizational change