Processes are the frameworks we create to make work efficient, minimizing errors and ensuring reliability. Product development process needs to be organized in every organization. Change review and approval is a typical “process” companies are coming to discuss in the context of process organization. Product lifecycle management usually presented as a more broad process that includes product data management, customer feedback product launch, product development, final product shipment, sales and maintenance.
While the concept of process optimization is not unique to PLM, the evolution of engineering and manufacturing processes offers interesting insights. I found ‘document management’ and ‘document approval’ is a typical way an average engineering organization thinks about processes. The way most of engineers where taught for the last 2-3 decades is think about everything as folders/documents. The things work slightly different in transactional software (eg. approve purchase order or vendor lists), but an average product life cycle applied to product development, engineering change order or manufacturing change order are the most widely used.
One of my most favorite books on the subject of process organization is The Checklist Manifesto: How to Get Things Right by Atul Gawande. It shows the impact of building structured processes—an investment in preventing inefficiency today to avoid costly errors tomorrow. To see a process as a checklist might sound different (where is my workflow?) but it ultimately presents the role of people and the way they act together to organize a process.
Learning From Aviation and Medicine
Two industries that demonstrate the value of process culture are aviation and medicine. In aviation, stringent checklists and feedback loops ensure that errors don’t occur, creating one of the safest travel systems. While this process may seem “over-tested” or “over-staffed,” it is necessary because lives are at stake. Imagine the alternative: one person handling all aspects of flight preparation. It would be cheaper but far less reliable.
Similarly, in hospital emergency rooms, the emphasis on processes ensures that the system doesn’t rely on luck or heroics. Instead, it depends on well-established protocols designed to save lives. While the efficiency of such systems may sometimes appear questionable—as anyone who’s waited in an ER can attest—the underlying process focus is essential for consistent, reliable outcomes.
The Balance Between Process and Innovative Product Development Process
An organization that dismisses process entirely may produce moments of brilliance but is unlikely to sustain its success. On the other hand, a company that is overly process-focused risks stifling creativity and innovation. The challenge lies in striking the right balance: determining the cost of being wrong versus the cost of avoiding error. At the same time, we must consider the cost of failing to foster innovation.
In the context of PLM software, the word “process” often associated with images of approval workflows. While workflows are a powerful way to visualize processes, they do not inherently optimize or revolutionize the organization. The key is fostering an environment where innovation and collaboration can thrive alongside structured processes.
Fusing Collaboration and Process Culture
To achieve this balance, organizations need to develop collaborative environments that embrace process culture while supporting innovation. The foundation of such an environment is data. In today’s landscape, the ability to collect, process, and utilize data is more important than the specific applications or software we use.
Imagine a collaborative workspace where data is seamlessly collected and intelligent agents work in tandem to optimize outcomes. This environment does not simply enforce rigid workflows; it enables dynamic, data-driven collaboration. The right tools and platforms can integrate process discipline with the flexibility required for innovation.
Building the Modern Process Culture
Process culture is not synonymous with approval workflows. It is about creating the right checklists, supported by collaborative workspaces that allow data to flow freely and insights to emerge. Modern tools must enable organizations to balance structured processes with the agility to innovate.
By combining the best of both worlds—process rigor and collaborative creativity—companies can build a culture that supports sustained success and breakthrough innovation.
What Is My Conclusion?
The challenge of modern processes lies in integrating structured workflows with dynamic collaboration and accelerated innovation. Designing and building products is a complex process. Starting a process from analysis of customer needs, fusing business strategy with technological innovation, setting up new product development process to get products on time including efficient project management companied with product management. PLM systems (mostly software) are focusing on workflows, but not much beyond that.
Building a process culture is about more than preventing errors and running approval workflow. How to create an environment that allows to people seamlessly work together on engineering tasks, coordinating with supply chain management and at the same time develop innovative products with the focus on competitive advantage of the business. This is a tricky balance PLM solutions today are missing. Although all PLM vendors will buzz about “entire lifecycle”, the reality is an ugly workflow for document approval.
The opportunity we have now is to build an environment where we can intelligent use of data and combined it with the tools that helping organization to collaborate and build processes. Fundamentally, it is about how to build a balance between innovation and process. 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.
