| My son loves the movie "The Fantastic Mr. Fox". I | | | | and ERP all on the same system. Oracle has probably |
| mean he really loves it. We ended up having to buy it | | | | come the closest but as we have discussed in |
| and so far he has watched it five times and quotes | | | | previous blogs managing CAD WIP and Configuration |
| from it liberally. As I have watched this movie with him | | | | Management on the same system can be tough. It's |
| my mind tends to wander as it is prone to do to | | | | getting better but for complex CAD environments it still |
| Product Lifecycle Management and what parallels can | | | | can be tough. |
| be illustrated from the movie. In the movie Mr. Fox | | | | I think the same thing can be said for CAD companies |
| (voiced by George Clooney) is forced to compromise | | | | trying to change their DNA into Enterprise software |
| his true nature and attempt to fit in to a role not suited | | | | companies. PTC has made some key acquisitions that |
| for him. Originally he is a predator and is very happy | | | | have expanded their footprint. But their close tie to |
| pilfering farms and such to maintain his lifestyle but a | | | | engineering can be both a blessing and a curse. There |
| female fox (isn't it always the case) persuades him to | | | | is still a debate about how much CAD information the |
| change his wild ways and settle down and raise his | | | | rest of the enterprise really needs access to and the |
| family. Mr. Fox ends up leading a life that is not quite | | | | price that is paid in performance and complexity. As |
| right and he moves his family into a tree and ends up | | | | companies like PTC, Dassault, and Siemens compete |
| breaking his promise to his wife and getting cross | | | | with SAP and Oracle they will continue to try and |
| ways with three farmers. Chaos ensues and | | | | extend their reach but is this in the best interest of their |
| eventually Mr. Fox realizes that he needs balance and | | | | customers? Many of the clients of these companies |
| pursues a life more suited to his nature. As usual you | | | | are quite content with their current footprint. When |
| may be wondering what in the world this has to do | | | | companies like PTC and Dassault start to expand their |
| with PLM software. I recently read an article by Jim | | | | reach it creates conflict with their customers. Many |
| Brown from Tech Clarity espousing the virtues of | | | | already have systems in place and struggle with the |
| SAP's PLM Module and I have observed several other | | | | overlap. PTC is currently dealing with this issue as the |
| companies attempting to transform themselves from | | | | attempt to phase out their old CAD data management |
| their base DNA and can't help but wonder if they like | | | | platform Intralink and replace it with PDMlink. Even |
| Mr. Fox are attempting to fit into a role not ideally | | | | though they offer a CAD only version of the solution it |
| suited for them. This blog will review the perils of trying | | | | is still their enterprise platform. Acquisition is not always |
| to be something you are not. | | | | the answer either. Dassault is still in a state of flux |
| From a corporate IT perspective and from certain | | | | after their purchase of MatrixOne. They have |
| vendor perspectives including Oracle and SAP having | | | | designated E-Matrix as the PLM platform of the future |
| a single platform for product development is very | | | | but still do not have a clear upgrade path from current |
| appealing. Both SAP and Oracle have attempted to | | | | solutions. Siemens is wrestling with their own |
| create their own PLM solutions as companion | | | | assimilation but from the sounds of Jim Brown's recent |
| technology for their Enterprise Resource Planning | | | | column they have made great strides. However the |
| systems. Eventually Oracle realized that they were not | | | | jury is still out on how this will roll out to their customer |
| accomplishing their objectives with their own PLM | | | | base and how difficult the upgrade process will be. |
| initiatives and acquired Agile Software. I suspect at | | | | Ultimately like Mr. Fox we have companies struggling |
| some point SAP may reach the same conclusion | | | | with their identity and the struggle affects others. In Mr. |
| although they haven't been as aggressive from an | | | | Fox's case his family and friends lives were thrown |
| acquisition perspective but then again who has? The | | | | into turmoil. Customers for these companies struggle |
| discussion of the overlap has been handled thoroughly | | | | with upgrades, retraining and redundancy as their |
| by Peter Strookman and Oleg Shilovistsky so there | | | | vendors try to grab more and more of the product |
| really isn't a point in rehashing this discussion. I think the | | | | development pie. Competitors try to make hay as their |
| point is that there is a fundamental difference between | | | | rivals decide which direction they should go and in the |
| PLM and ERP and unless you have a deep | | | | end the chaos cost everyone. The lesson we should |
| understanding of the process and have architected | | | | learn is to understand your core competency and |
| your solution from the ground up to address it you will | | | | focus on it. Be true to yourself as a company and try |
| struggle. The struggles will be subtle but they will | | | | to avoid overreaching. There is enough room for |
| definitely put you at a disadvantage versus dedicated | | | | multiple vendors providing best in class solutions. |
| PLM solutions. Acquisition allows you to gain both | | | | Today's technology is built on platforms that can lend |
| technology and resources that are fully committed. I | | | | to integration if PLM, CAD and ERP vendors |
| am still waiting to hear about a truly successful situation | | | | cooperate. As Mr. Fox learned trying to be something |
| where a complex product development organization is | | | | you're not has consequences. Hopefully we can all |
| using one platform to manage mechanical CAD, | | | | learn to play to our strengths and avoid the dangers of |
| electrical cad, software, change management, quality | | | | angry farmers or product developers. |