Head of PLM, Huber+Suhner AG, Switzerland
Since April 2012 Dagmar has been Professor for Computer Aided Design and Product Lifecycle Management (PLM) at Hochschule für Technik Rapperswil.
Here she teaches classes in Bachelor and Master Studies at the Faculty of Machine Technology and Innovation and Master of Engineering Science.
Dagmar is also Partner at the Institute for Product Development IPEK and consults on projects for selected customers in the area of PLM, ERP and business strategy.
From 2008 to 2012 Dagmar was Director iPS / Manager at Jet Aviation Basel AG.
Presenting: Focus Group - Being Louder, Faster & Leaner through Business Strategy & IT Alignment
25 Feb 2015, 12:40
PLM is seen by most companies as an IT platform; PLM is often left to the IT team to deploy and manage. It is selected and deployed with strict short and long -term goals in mind and it is these business areas that are sensibly made the priority. It is often only after it's deployment that the business gets involved. So what's the next stage?
Those business areas using PLM first act as the pilot projects for its future; the company starts to ask what else the technology can do and where else its functionality might be applicable. As such, it begins to be deployed in adjacent business areas. Barring the initial target areas, this method focusses on what the technology can do first and how the business could then benefit second. But are these really the major pain points of the business?
Dagmar Heinrich was given a task: to conduct a full business analysis, understand how the business was dealing with PLM, what the issues were and how these aligned with their overall business strategy. As such they focussed on areas that supported what the strategy wanted and as such aimed to get more immediate ROIs.
How do you manage your PLM and how it should develop with the business in your organisation ensuring your business and IT are aligned to better support overall growth strategy?