Home News Lawson Blog: 07 October, 2010 – Change – Me versus the team

Lawson Blog: 07 October, 2010 – Change – Me versus the team


Lawson Blog 071010The only constant is change – or – The more things change the more they stay the same. But change is generally very difficult for people to deal with. It’s often very difficult for various reasons it could be pride of authorship, habit, experience, company inertia or even individual hubris can all cause resistance to change. Few organizations have been able to accomplish the major transformational change of a Nokia that has moved from wellington boots – to – televisions – to – a leader in mobile phones. Most companies find even small degrees of change very difficult to implement successfully. The issue of personal adoption is almost always at the core of resistance.

According to many of the Change Management gurus, understanding why change is needed is usually the first step in implementing change. But, even once this need for change is accepted by individuals on an intellectual level it’s still often difficult for people to handle the personal impact of change.

Of course, when   implementing a PLM solution, the change being made is for the ‘greater good’ of the supply chain. This often means that:

• some people’s tasks will become faster and easier,
• some may be eliminated through collaboration and automation,
• others tasks may become bigger or take longer.

Certainly an example of the greater difficulty might be the Technical Designer – who used to enter data in a spreadsheet and then have to upload it to the PLM system, which may take slightly longer – but – provide ever so much more information for use in the future.

It may sometimes take slightly longer to upload information onto the PLM system for the individual, but many others may benefit as they:

• No longer need to update separate spreadsheets
• Or wait for hours or days until they receive access to the new information

Thus, the total benefit to your supply chain could be the removal of various tasks that others had previously performed and the real-time availability of the information to your people and your partners. Resulting in a shorter time to market (and consumer), lower total operational costs, and the reduced risk of costly errors and quality problems that come from mistakes made through the use of incorrect data.

PLM is all about supply chain collaboration and improving overall business performance. A PLM project often requires significant changes to the way you operate both internally and externally – and it is this change that brings much of the benefits. You can’t hope to ever collaborate with your suppliers if you can’t get your own house in order.

Implementing the change necessary to deploy PLM effectively requires highly skilled consultants that really understand the PLM software, the Industry, as well as the apparel product development process. This is why Lawson use both internal consultants and qualified implementation partners to support the implementation of PLM.

Bob McKee_LawsonIf you would like to know more about Lawson and our partners, and how we can help you with your enterprise software systems, drop me a note at bob.mckee@us.lawson.com

Robert McKee
Industry Strategy Director
Lawson Software

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Judith Jones Judith Jones is the Media Manager of WhichPLM. Google+