Successful PLM programs can articulate their value to the organization in strategic, operational, and financial terms. The program business case is used to guide priorities, make scope decisions, and keep the team focused on the business objectives of the program. Time to value should be short and the investment - return curve should be shallow.
Final thoughts on Clayton Christensen’s article in the June 2014 edition of the Harvard Business Review, “The Capitalist’s Dilemma”. I encourage you to read it and think about its application in your own organization. The conclusion of the piece calls for renewing the capitalist system to overcome the collective reluctance to invest in market-creating innovation with four suggested solutions:
Just because you know exactly what the company should be doing in innovation, doesn’t mean anyone agrees with you. The Chief Innovation Officer must ensure that everyone is rowing the boat in the same direction. A lack of alignment, particularly across business units and functions is a chronic problem in innovation.
The primary rationale for naming a Chief Innovation Officer is to improve business results from innovation. The main obstacle to improved results is the need to orchestrate activity across business functions. In large organizations, innovation is naturally difficult because it is inherently cross-functional.