The Top 5 PLM Commandments (2025 Edition): How to Actually Win at Product Lifecycle Management

Let’s be real – Product Lifecycle Management (PLM) is hard — complex systems, entrenched legacy processes, siloed data, and weak user adoption. Adding to the complexity, terminology and process definitions often spark extensive debates. Many companies invest significantly in PLM, checking every feature box, yet still struggle to scale and achieve meaningful adoption. Some see PLM merely as an engineering tool, while others advocate it as a broader strategy. According to recent CIMdata surveys, only 13% of respondents stated their companies couldn’t live without PLM, whereas 36% viewed it as just an engineering tool, and 24% considered it overly expensive, questioning its ROI.

Why does this recurring struggle persist? What fundamental elements are PLM vendors and industries missing? The solution lies in embracing foundational principles. Today, I want to speak about five essential commandments to genuinely make your PLM initiative effective in 2025 and beyond:

1. Thou Shalt Treat Data as the Product

Your CAD files, Bills of Materials (BOMs), revisions, and product specifications are far more than just documents—they are valuable “data products” representing your entire product digitally.

In today’s world dominated by digital threads and digital twins, the importance of data increasingly overshadows the importance of specific applications. Poorly organized or disconnected data directly leads to inefficient processes and an unclear representation of your product. Effective PLM focuses on structured, interconnected, and contextualized data products that drive informed decision-making across design, manufacturing, and beyond.

• Structure it: Clearly organize your data products into logical, accessible frameworks.
• Link it: Ensure relationships between data products reflect real-world dependencies and workflows.
• Trust it: Establish robust governance, ensuring data products are reliable and high quality.

Remember, the quality and management of your data products determine operational success. Invest strategically in robust governance, ongoing validation, and regular audits to maintain data integrity and optimize your entire product lifecycle management.

For future directions and information, check my article – PLM and Data Products.

2. Thou Shalt Not Build Monoliths

The age of monolithic PLM systems that promise to “do it all” is over. Relying on an overly centralized platform demanding months of costly integration projects with existing ERP or CAD systems signals a competitive disadvantage.

Modern PLM is inherently composable. It relies on open APIs, federated data models, and modular microservices architecture that seamlessly integrates with your existing tools and systems, avoiding expensive rip-and-replace scenarios.

• Embrace openness: Leverage interoperable platforms and open standards.
• Favor agility: Adapt swiftly to changing requirements and innovations.
• Break the silos: Foster seamless integration across your entire software landscape.

Check my guide about Breaking Free from Monolithic PLM: Building an Agile Strategy with Focused Services. By adopting this flexible, composable architecture, companies ensure PLM supports their unique workflows, not constrains them. For more ideas and future trends and directions, check my article –5 Steps to Break PLM Monolithic Architectures.

3. Thou Shalt Connect Data and People, Not Just Follow Processes

The priority for connection, collaborative, and advanced contextual data sharing is growing. The traditional reliance on formal processes and automated handoffs that simply throw data “over the wall” from engineering to manufacturing is not enough. This siloed approach leads to miscommunication, misalignment, and missed opportunities.

To succeed with PLM, organizations must move beyond automation for automation’s sake. They must design processes that intentionally connect people and data across disciplines. A modern, collaborative PLM approach ensures that all stakeholders—engineers, planners, buyers, and shop floor teams—share the same context and work from a single source of truth.

Great PLM fosters seamless collaboration and interconnected processes. It eliminates information barriers and builds trust between teams by enabling real-time data access and continuous feedback.

• Prioritize collaboration: Design workflows that promote shared ownership and transparent communication between functions.
• Establish shared context: Provide integrated, role-based interfaces that offer relevant insights for each stakeholder.
• Build trust: Ensure consistent, timely, and validated information flows across the entire lifecycle.

While tools and data are essential, long-term success depends on building a connected, cross-functional team that can respond, adapt, and innovate together.

Check my five parts series of article about Collaborative Workspace to improve change processes.

4. Thou Shalt Set Clear Goals and Governance

PLM success doesn’t happen by chance—it requires a well-structured strategy, tactical execution, and the right leadership. As highlighted in my article Winning PLM arguments and crafting a successful PLM implementation strategy, successful implementations follow a proven path of clearly defined goals, organizational alignment, and disciplined governance. These elements are the foundation of any effective PLM initiative.

A strong PLM playbook starts by asking: What problems are we solving? What value do we expect? And who owns what?

• Define clear objectives upfront: Focus on outcomes. Establish measurable, value-driven targets that align with business goals.
• Secure executive sponsorship: PLM must be more than an IT project—executive leadership should actively support and advocate for it.
• Clarify roles and responsibilities: Create a governance structure with well-defined ownership, accountability, and decision-making rights across teams.

Without a guiding playbook and leadership steering the vision, even the most sophisticated PLM technology will fail to deliver impact. A disciplined yet adaptable strategy enables organizations to stay aligned, scale effectively, and avoid common pitfalls like scope creep and fragmented execution.

Check for more, in my what is PLM end game article.

5. Thou Shalt Embrace Continuous Improvement

Unstoppable PLM Playbook framework defines the way you can build and improve you PLM strategy. PLM isn’t a “set-and-forget” solution. The most effective organizations view PLM as an evolving, continuously improving system that adapts to market shifts, technological advances, and internal feedback.

• Regular process reviews: Periodically assess and refine workflows and systems.
• Gather user feedback: Actively solicit insights from stakeholders across the lifecycle.
• Stay receptive to innovation: Embrace emerging technologies, trends, and best practices.

Continuous improvement ensures your PLM system remains relevant, competitive, and effective, transforming incremental refinements into significant competitive advantages. Those are three articles defining the playbook – PLM Playbook: How to learn Product lifecycle management, PLM Project Failure and Unstoppable PLM, How To Make PLM Simple, But Not Simpler?

What is my conclusion?

PLM implementation mentality by checking all boxes, won’t work in 2025. Real PLM success isn’t about ticking feature boxes or implementing expensive solutions. By checking all boxes in PLM functions selection table, you won’t built a better system. It hinges on respecting foundational principles—treating data strategically, leveraging open architectures, fostering deep collaboration, setting clear goals with robust governance, and continuously improving.

Ignoring these commandments risks inefficiency and frustration. Embracing them ensures sustained success and a meaningful competitive advantage.

Just my thoughts… what are yous?

Best, Oleg

Disclaimer: I’m the co-founder and CEO of OpenBOM, a digital-thread platform providing cloud-native collaborative and integration services between engineering tools including PDM, PLM, and ERP capabilities. With extensive experience in federated CAD-PDM and PLM architecture, I’m advocates for agile, open product models and cloud technologies in manufacturing. My opinion can be unintentionally biased