PLM is a philosophy

The other day, in the midst of a casual conversation, a colleague randomly said: "PLM is a philosophy."

Immediately, this statement struck me, yet I chose to silently mull over its implications, unwilling to admit its profound impact on my thinking.

What exactly is the philosophy underlying PLM? It's about weaving a digital thread that effortlessly delivers the right information to stakeholders precisely when and where it's needed. This not only minimizes human errors but also empowers human intelligence and empathy to concentrate on fostering adaptations that elevate an organization's value proposition through innovation and seamless business continuity.

As someone rooted in commercial contracts, I find myself pondering how this philosophy can extend its reach to benefit the broader energy and infrastructure sectors, enhancing their value proposition. After all, commercial contracts in infrastructure development and long-term energy agreements, much like product lifecycles, endure the test of time, undergoing countless revisions and adaptations.

What's particularly fascinating is how these contracts mirror the fundamental principles of the PLM philosophy. They face scrutiny and dispute akin to products challenged by competitors or partners, often culminating in arbitration. When expanding this thinking to integrating infrastructure—be it plants, stations, farms, pipelines, or storages—a whole new set of physical challenges emerges. From resolving conflicts to assessing environmental impact and conducting pre-construction or operational physics simulations, the demands are endless, especially when sites are expanded or maintained to meet new requirements.

Yet, despite the complexity and substantial value of these endeavors, many are managed using outdated methods—relying on word documents and individual recollections. This antiquated approach poses significant risks, especially considering the critical importance and lasting impact of these agreements, which inevitably translate into tangible infrastructure.

In light of these challenges, it's imperative that we embrace modern methodologies and digital innovations to revolutionize contract and project management in the energy and infrastructure sectors.

Only then can we truly harness the transformative power of PLM and ensure the sustainable growth and success of customers.

While I have worked in the context of Siemens Software Xcelerator - the first step is acknowledging change and transformation… - because, well, PLM is a philosophy… - the supplying software just piece of the puzzle that will be identified along the way.