The document discusses the necessity of disruption in business through technological advancements such as digital twins and IoT platforms, emphasizing a shift from coordinated to connected systems. It highlights the role of sustainability and changing business models, pushing for iterative processes and customer-centric approaches. The text notes the growing awareness among governments, individuals, investors, and businesses of the need for disruption and the potential for either evolution or extinction in response to these challenges.

1. We have the technology to disrupt businesses, but can we live with disruption?
DISRUPTION - EXTINCTION OR STILL EVOLUTION?
Jos Voskuil
www.virtualdutchman.com

2. Disruption
Disruptors vs PLM consultants: 1 to 5 ratio (13.000 vs 65.000)

3. The Disruption dilemma – It comes from outside
The Innovator’s Dilemma – Clayton Christensen (1997)

4. There is enough disruptive technology
2020
Digital Twin
IoT Platform
New:
Digital Thread
MBSE

5. There is enough disruptive technology
Source: CIMdata PLM Market & Industry Forum – 2020
ALL THIS TECHNOLOGY NEEDS TO HAVE A PURPOSE

6. We are moving from Coordinated to Connected
The current PLM implementations are based on coordinated concepts
Providing the right information at the right time in the right context
Requires:
• Delivered in documents / files
• Predefined processes
• Placeholders where the information can be found
BOM structures or Folders (old)
• Overlay platforms (PLCS - Digital Thread)

7. From Coordinated to Connected
Providing actual information for anyone connected in any context
Apps
Dashboards
Microservices
APIs
Low-Code platforms
Closer to customers, Empower employees, and Transform & Introduce business processes
Operations

8. Digital Thread(s) in a Connected Enterprise
Don Farr (Boeing) - 2018 Marc Halpern (Gartner) - 2020

9. Digital transformation for PLM is a disruption.
Different Data
Different People
Different Processes
System of Record Systems of Engagement

10. Different Data – dealing with incompatibiltiy
System of Record
Systems of Engagement
PLM Road Map and PDT 2020

11. Different Processes
Current:
• Linear
• One time / big sell
Product As A Service:
• Iterative
• Continuous revenue stream
Business drivers:
• Higher customer satisfaction
• Better products
• More customer loyalty
• From CAPEX to OPEX Image: Moving from Product to Product as a Service (Engineering.com)

12. Different Processes
Product as a Service
• Lifecycle ownership of materials
• Reducing waste / optimize reuse
Sustainability
• Climate and Sustainability
regulations will bring the biggest
disruption for this decade
• Not only “Green Washing”
Example: Electric Vehicles

13. Sustainable Products as a Service requires a Systems Approach
2014 - Ella Jasmin
2015- Amir Rashid
2017- Torbjörn Holm
2019- Graham Aid

14. McKinsey :
our insights/toward an integrated technology
operating model
Different People – dealing with different processes
Lifetime, Waterfall,
Knowledge is Power
Short horizon, Agile,
Interpretation is power

15. Disruption/ System Thinking / Integrated Technology Model
TOO COMPLEX ! GIVE ME SIMPLICITY

16. Disruption is coming – System Thinking
www.kateraworth.com/doughnut
Kate Raworth: making economics fit for 21st century realities
New Economical Models

17. Example: BLEKINGE INSTITUTE OF TECHNOLOGY
www.bth.se/eng/research/research-fields/strategic-sustainable-development/digital-sustainability-implementation-package-dsip/
• The purpose the Digital Sustainability
Implementation Package (DSIP) is to
enable a strategic sustainability approach
early in the product innovation process.
• The DSIP package compile a knowledge
platform, a data management platform
and novel digital tools to evaluate,
measure, estimate, predict, set
requirement, and simulate expected
sustainability performance for alternative
product concepts early in the
development.
• A research project combining people,
processes and tools.

18. The Next Generation of Climate Innovation
Disruptors are coming from outside
Incumbents can evolve in 2 directions or become extinct
www.bcg.com/en-in/publications/2021/next-generation-climate-innovation (March 2021)
Average Total Shareholder Return
for October 2010 to October 2020 (%)
BP, Chevron,
Equinor,
Exxon
Shell, Total
732 companies
in this category
Amazon,
Google,
Microsoft
Iberdrola,
Neste,
Ǿrsted
Tesla
Beyond Meat

19. To summarize Governments
• First time in history people are aware disruption is needed

20. To summarize Individuals
• First time in history people are aware disruption is needed
• Young generation more vocal / influencers → DIY groups

21. To summarize Investors
• First time in history people are aware disruption is needed
• Young generation more vocal / influencers → DIY groups
• Investors change their targets (outside push)

22. To summarize Businesses
• First time in history people are aware disruption is needed
• Young generation more vocal / influencers → DIY groups
• Investors change their targets (from outside)
• Can companies disrupt themselves?
Extinction Evolution

23. To summarize People
• First time in history people are aware disruption is needed
• Young generation more vocal / influencers → DIY groups
• Investors change their targets (from outside)
• Can companies disrupt themselves?
• You can’t change people, but people change
when observing a “burning platform”!

24. To summarize PLM practicians
• First time in history people are aware disruption is needed
• Young generation more vocal / influencers → DIY groups
• Investors change their targets (from outside)
• Can companies disrupt themselves?
• You can’t change people, but the people change
their minds when observing a “burning platform”!
• The technology is there – people and new ways of working
need to be developed/educated.
No time for Proof of Concepts, Learn by Doing!
This is our new PLM Value Equation

25. Jos Voskuil
www.virtualdutchman.com
tacit@planet.nl
To conclude the Earth