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* Welcome * Welcome to 2PLM, an e-zine distributed about every two weeks. This issue includes :
(1.1 Global Products and You) For a variety of reasons, companies can be slow to respond to new opportunities. As a result, it can be expected that many companies will be slow to respond to the opportunities of Global Products. In some companies, managers will claim that they already have Global Products and a corresponding product deployment capability, so they don't need to take action. In most cases this will not be the case, and the opportunity will be lost. In other companies, management will feel that business is fine - and not take the opportunity to make it even better. Sometimes, executives will be busy with a high-priority corporate initiative and not want to be distracted from it. Having defined their plan, they intend to work to it. As Chapter 2 of Global Product shows, the environment of Global Products is characterized by many pressures and drivers, and high levels of complexity and change. In some cases, managers may fail to see or understand all the implications. Instead of addressing the overall issue, they may focus on an individual driver such as cost reduction and miss the opportunity of increased revenues. 
* 1.8 A PLM Initiative : Be Aware * Product Lifecycle Management: Paradigm for 21st Century Product Realisation When starting a PLM Initiative, it's important to make sure that management understands PLM. Make sure that PLM is brought to the attention of the most important participants, and make sure that they buy in to the idea. The Initiative has to come at the right time for the company, and it has to show that PLM is relevant and applicable in the company's particular situation. Participants need to see how the Initiative meets their needs and how it will be of benefit for them as individuals. They need to believe that it is feasible to implement PLM, and to see how to implement it step-by-step. The Initiative needs to be packaged in such a way that participants can understand it easily, and can spread the message to those around them. Be aware that, as with any other improvement initiative that can offer a high return on investment, a project to implement PLM can be risky. Although PLM provides a solution to the challenges of the changing environment for product development, manufacturing and support, its implementation can be complex and have many repercussions. For example, what may appear at first as the simple purchase of a technical document management system, or the development of an online product catalog - both of which could be components of a PLM solution - soon raises questions about the way it will be used and maintained, how it fits with other systems, what training is needed, how to manage the data, which working methods to use, and how to communicate with suppliers and customers. And as more and more components of PLM are addressed, the complexity increases. As a result, there is a high failure rate for PLM initiatives. Many overrun, many don't meet business objectives. A survey among PLM users and potential users showed that reasons for lack of success include:
* Front End of Innovation * IIR announced the second annual Front End of Innovation Europe event. With its core team of advisors, the PDMA organization, its local European chapters and a respected faculty of presenters, IIR is honored to provide the industry with THE event dedicated to advancing the knowledge and practice of global innovation in the front end. Through a cross-industry advisory board and rigorous application process together IIR and PDMA have organized an experience marrying top quality content with unparalleled networking. Through vigorous research, the Front End of Innovation Advisory board determined today's most desired innovation topics that address your existing and future business challenges. The team behind FEI EUROPE matched these cutting-edge topics with expert cross-industry speakers to create an agenda that provides you with unparalleled content never seen before. More information here. 
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