I’m sure you’ve been thinking about hiring product lifecycle management consulting during the journey of PLM strategic planning and implementation. PLM consulting has evolved into a multifaceted discipline. It includes product data management, product development process, document management, quality management, PLM software, a broader topics related to product data and product lifecycle. It can be pushed even more towards PLM as a business strategy and focus on business processes and business systems. It can be also connected to production process, supply chain management, and product quality. As product lifecycle is becoming broader, PLM can be covering service lifecycle management, data sharing with customers and the entire lifecycle. You could be navigating the complexity of implementation, deciphering marketing claims, or aligning your manufacturing processes.
As always, when hiring a consultant, we should ask two questions – what is the quality of advice and also our ability to act on it. Let me elaborate more about it.
The Many Faces of PLM Consulting
PLM is a complex discipline combining technology, software, and organizational strategy. Therefore PLM consulting is multi-faceted. Here are three main “faces” I think exist in PLM consulting topic:
System Implementation Expertise: One of the most common forms of PLM consulting involves leveraging the consultant’s knowledge of specific systems. These consultants bring insights gained from multiple implementations, helping organizations configure and deploy their PLM solutions effectively. Their expertise saves time and mitigates risks, particularly in the critical early stages of adoption.
Decoding the PLM Marketing Maze: With a plethora of PLM software bundles on the market, each touting unique capabilities, it can be challenging to separate substance from marketing jargon. Consulting services can provide clarity, offering unbiased evaluations that align with a company’s specific needs and goals.
Manufacturing Process Engineering: Beyond the software, PLM consultants often focus on refining manufacturing workflows. They integrate tools and processes to enhance efficiency, traceability, and collaboration across the product lifecycle. These consultants act as bridges between technical systems and real-world operations.
The Philosophy of Consulting
There is a pervasive belief—the “cult of consulting”—that better advice from someone with deeper expertise can solve all problems. While this can be true to an extent, the reality is more nuanced.
Good advice is abundant. A quick search will yield countless best practices, case studies, and thought leadership pieces. These days, ChatGPT and other AI models can give you a decent advice about what to do.
The real challenge lies not in finding advice but in creating the conditions to act upon it effectively.
Why Advice Alone Isn’t Enough
The Commitment Gap: Good advice often fails to make an impact because organizations hesitate to commit to action. Consulting firms succeed not because they provide unique insights but because they guide companies in committing to processes, even when not all the details are known upfront. This forward momentum is crucial for overcoming inertia.
The Action Imperative: Implementing advice requires more than understanding; it demands organizational will and alignment. Companies need to foster a culture that embraces change, allocates resources, and stays resilient through inevitable challenges.
The Role of Consultants as Catalysts: The best consultants do more than deliver advice—they create environments where teams feel empowered to act. This often involves facilitating discussions, building trust, and breaking down resistance to change.
What is my conclusion?
The takeaway is simple yet profound: what organizations often need isn’t more advice—it’s the willingness and ability to work with the advice already available. The art of PLM consulting lies in bridging this gap, ensuring that insights translate into tangible results.
PLM consulting is not merely about imparting knowledge; it’s about driving action. Whether through system expertise, clarity in a crowded market, or process alignment, the true value of consulting lies in enabling companies to do the work. The question is how to turn PLM advice into a progress for your company. In other words, how to discover the true potential of PLM advice.
Just my thoughts…
Best, Oleg
Disclaimer: I am the co-founder and CEO of OpenBOM, a digital-thread platform that offers cloud-native collaborative services, including PDM, PLM, and ERP capabilities. With extensive experience in federated CAD-PDM and PLM architecture, I advocate for agile approaches, open product models, and the adoption of cloud technologies in manufacturing. Please note that my opinions may reflect my work at OpenBOM and could be unintentionally biased.
