Digital Enterprise Society partnered with North America’s largest B2B publisher, MultiView, to produce email newsletter, Digital Enterprise Industry Insider. With this customized news brief, we’re proud to offer you a hand-curated selection of relevant news and association updates.In this community blog, you'll find content posted exclusively to Industry Insider - DES News.
Posted By James Price, Siemens Digital Industries Software,
Thursday, June 18, 2020
Updated: Thursday, June 11, 2020
Ten Sessions You Won’t Want to Miss at Realize LIVE
SPONSORED BY SIEMENS DIGITAL INDUSTRIES SOFTWARE
To meet the needs of our new normal and also solve for challenges on the horizon, it’s people who must be our chief consideration. That’s why human-centered innovation is the driving force behind Siemens Digital Industries Software’s vision — and why it’s the theme of the opening session of Realize LIVE.
In this year’s can’t-miss executive keynote, CEO Tony Hemmelgarn and SVP, Business Strategy and Marketing Brenda Discher will reveal how human-centered design is essential to delivering business success — especially in times like these.
The virtual edition of Realize LIVE is taking place on June 23rd and 24th. Register now for two days of online sessions to experience forward-thinking keynotes, customer case studies, best practices, hands-on training, and the opportunity to interact with peers. Users talking to users from many of the world’s leading companies. Choose from 11 experiences organized by product portfolio and over 70 sessions of content. You can personalize your agenda around what matters most to you. And it’s free to attend!
While you can’t go wrong with how you craft your two days at Realize LIVE — the agenda is packed with actionable insights from industry leaders — here are ten sessions in particular that we think will better equip you to address today’s challenges and also propel you into the future.
PLM driven, requirement differentiated and CAD integrated enterprise product and BOM master data using Teamcenter OOTB capabilities and integrating Teamcenter with other enterprise systems for consumption of this data in Micron’s planning, manufacturing and logistics functions.
Electric and mechanical integration is a must, especially as automotive and aerospace products increase in complexity. Learn how Capital integrations can be leveraged to ensure engineers have access to coherent, controlled, and correctly configured data across the enterprise.
The emergence of PMI as an industry standard means that the manufacturing and inspection engineering workflow can be streamlined for higher efficiency and lower cost. Learn how to do just that, using PMI information to make faster and more consistent CAM decisions.
Join executives from Microsoft Azure and Siemens MindSphere as they discuss the challenges of building your own IIoT platform and then explore how a pre-built solution enables you to free up IT time and money.
NASCAR-winning Hendrick Motorsports uses NX software to program vehicle components for high-performance vehicles. In this session, you’ll see how NX CAM’s CNC programming functions allow programmers and machinists to quickly turn engineers’ ideas into reality.
Collins has been using HyperLynx DRC in a new verification process in which board designers and board engineers work with EMC engineers to optimize coverage and reduce design cycles. Learn how this customizable solution can be applied to your products and technologies.
This presentation would show a specific aerospace model-based primary structure use case, illustrating the digital twin coupled with Bye Aerospace developed innovative design techniques empowering shorter multidisciplinary design cycles and increasing design iterations.
Learn how Solid Edge manufacturing solutions help manufacturers to define and execute a wide range of traditional and new manufacturing processes including CNC machining, nesting, cutting, bending, molding, welding, assembling, and additive manufacturing.
Danfoss’ prescriptive approach to manufacturing operations management (MOM) has enabled the organization to deliver standardized solutions swiftly and at scale. See how this approach has translated into improved quality, accelerated implementations, and global supportability.
With the relentless wave of electrification, plus disruption from new entrants, electrical system platform producers are confronting big challenges and big opportunities. Learn about the latest products and tools that will help you succeed in these rapidly evolving circumstances.
The sessions above will be complemented by scores more, all designed to help you succeed in the place where today meets tomorrow. View the complete agenda to plan your experience.
Don’t have enough time in the two days to participate in everything of interest? Check back post-event to view select content on demand.
Posted By James Price, Siemens Digital Industries Software,
Thursday, June 11, 2020
Updated: Tuesday, June 9, 2020
The New Imperative of Digital Transformation
SPONSORED BY SIEMENS DIGITAL INDUSTRIES SOFTWARE
All around the world, we’re working from our homes and visiting friends via teleconferences. We’re embracing telehealth, ordering online, educating our children digitally, and even enjoying museums from a menu of screens.
No longer just forecasting a digital future, we’re living it. And so, the digital transformation that was once a strategic objective is now an exigent imperative.
Businesses with a strong digital strategy in place — combined with a commitment to fast-tracking its implementation — are better positioned to succeed in this new normal. Those that lack such a readiness for digital transformation risk getting left behind.
For that reason, Realize LIVE comes at just the right time. Realize Live, the virtual edition is happening 23-24 June. You can register nowfor two days of online sessions including thought-leadership keynotes, user experiences, best practice and hands-on training. Users talking to users, with many world leading companies participating. Choose from 11 experiences and over 70+ sessions, you can personalize your experience around what matters most, and its free to attend!
This digital experience is designed to ensure that you are not only early adopters of best-in-class digital transformation tools, but you are efficient and proficient in their use. You’ll learn about product innovations that can optimize your business, you’ll hear how your peers are solving problems similar to your own, and you’ll fortify the connections that will support you in adapting to a world where almost every customer touchpoint is a digital one.
You’ll learn how to apply these and other of-the-moment insights, as you navigate your business’s path to digital transformation.
Realize LIVE is offering a digital space for change, human-centered approaches, creativity and innovation, and ultimately, digital transformation. Here are the reasons why attending Realize LIVE can stimulate how you address your business problems of tomorrow, today:
·The pace of change has long been accelerating. But what was once swift is now an all-out sprint.
To win in such a sprint requires speed and intensity alike. Expertise is critical, of course, but so too are the agility and bravery to identify emergent opportunities and make bold choices.
At Realize LIVE, a global user community will support you in navigating those choices, while keeping a laser-focus on your desired outcomes and targeted timelines.
Successful transformation must be fueled by a human-centered approach.
Design thinking alone won’t ensure businesses thrive in a post-pandemic world, but it’s a wise place to start.
Customers’ preferences, processes, and pain points have in many ways been wholly upended these past few months. Once-in-a-lifetime (we hope) moments like these create fertile ground for transformations that are vast in scope and human-centric in design.
At Realize LIVE, you’ll hear from Siemens experts, customers, and partners, who will share their views on human-centric design and help you identify fresh solutions that purposefully benefit your customers for both short- and long-term goals.
Putting ideas into action makes sustainable solutions possible.
Customers today expect every company to offer the hyper-personalized, ultra-efficient “Amazon experience.” This spring, such an expectation was elevated to a veritable mandate.
In your business, how can you innovate with the scale and scope to meet customers’ needs in the short-term when the associated investment means you need to see benefits for the long-term?
In short, get going. Take this moment of urgency as a push to test your ideas and experiments in the real world. Seek feedback from a forward-thinking and ultra-connected user community and learn from stumbles — yours and others’ — along the way.
Digital transformation is good for business — but it’s also good for the global community.
At Realize LIVE, you’ll learn about the latest products, tools, and solutions, while also benefiting from inter- and intra-industry connections and collaboration. The experience will empower you to drive your business forward during these unprecedented times.
These times, however, call for more than just driving your business forward; they call for using digital transformation for the greater good, whenever and however you can.
It’s why Siemens has made many of its solutions available without cost, in the face of COVID-19. It’s why we’ve applied the power of our ecosystem to create innovative solutions for global issues including everything from sustainability to the current crisis.
And it’s why we’re making Realize LIVE completely free, so more attendees than ever will have the tools and solutions to fast-track their digital transformation for a post-pandemic world.
Posted By James Price, Siemens Digital Industries Software,
Wednesday, May 20, 2020
Updated: Tuesday, May 19, 2020
Five Ways to Get the Most Value out of Realize LIVE, the Virtual Edition
SPONSORED BY SIEMENS DIGITAL INDUSTRIES SOFTWARE
As the coronavirus (COVID-19) pandemic continues to cause disruptions around the globe, Realize LIVE 2020 is moving from Las Vegas to well, the comfort of your own device. While the novel coronavirus makes it unsafe for us to gather face-to-face, we know that you don’t want to hit pause on your professional growth or your organization’s innovation. In fact, the current state of the world makes digital transformation even more of an imperative than ever before.
We hope the five tips below will help you achieve your knowledge and networking objectives, so you may gain the greatest possible value from your virtual experience at Realize LIVE.
Bring the whole team. When a face-to-face event requires multi-day travel, there are understandable limits on the number of delegates each company can send. When that event moves online, the barrier to entry is much lower. That’s even more true, now that Realize LIVE is a complimentary virtual event.
Invite your colleagues to join you at this virtual experience, so you can advance your shared business goals together and more of your organization can be well-positioned to meet the challenges of tomorrow, today. The result will be a workforce that is more effective, efficient, and innovative.
Engage. Realize LIVE will be a virtual experience — not a webinar. That important distinction means this is a participatory experience. Re-imagining how Realize LIVE can you bring you closer to your peers from across the globe. This digital experience will allow you to pose thoughtful questions in the Q&As, participate in the moderated live chats, bring candor and curiosity to each session and, above all, a commitment to fully partake in Realize LIVE Virtual 2020.
Don’t forget, you can engage on Twitter and LinkedIn, too. After all, a key component of Realize LIVE is the spirit of our global community it engenders.
Step 1. Keep the hashtag #RealizeLIVE handy
Step 2. Join the conversation online.
Step 3. Introduce yourself.
Step 4. Ask questions.
Step 5. Share your experience.
Realize LIVE, the Virtual Edition will enable the online back-and-forth conversations, which fuel real, global relationships.
Network virtually. Speaking of real-world relationships, a 2019 Realize LIVE attendee said,
“The best is interacting with different people, learning how they've solved problems. It’s people down in the trenches that are actually working on the products that are discovering and solving issues.”
Like our physical event, this virtual experience will enhance your opportunity for connection and collaboration. By participating in a networking experience, specifically designed for the virtual setting, you’ll be able to connect meaningfully with people who can inspire and advise.
Pace yourself. The cadence of a well-designed face-to-face event ensures your eyes don’t glaze over when critical content is being delivered.
Create a similar cadence at your desk, alternating between keynote and breakout sessions of varying lengths (you’ve got 75+ sessions coming your way across 13 tracks), moments of fun, and of course, those networking chats. The key to this virtual event is to map your own, tailored digital journey through this two-day schedule, finding innovative takeaways that will work best for you and your business goals.
Chart the future. In the new normal that COVID-19 has created, human-centered innovation has become vital to businesses’ success across many industries. Looking ahead, it’s safe to assume this kind of rapid innovation focused on the greater good is here to stay.
The knowledge and insights you gather at Realize LIVE will not only help you understand what to expect in the wake of this crisis, it will also help you prepare for it — with the kind of expertise, agility, and humanity you’ll need to be successful. Your key-takeaways will ready you for the place where today meets tomorrow.
Posted By Digital Enterprise Society,
Monday, October 14, 2019
PLM World Presentations Moving to Digital Enterprise Society
Soon you’ll find some of the most popular PLM World – Siemens PLM Connections: Americas 2018 presentations on the Digital Enterprise Society website. The Society was formed by a PLM World transitional board of directors. As part of the transition, the board of directors approved a transfer of assets; including PLM World event presentations.
The migration of presentations will begin shortly, starting with popular Siemens PLM Connections: Americas 2018 presentations. Select presentations from Siemens PLM Connections: Americas 2017 and 2016 will follow.
If you've authored a past PLM World presentation that you do NOT want added to the Digital Enterprise Society File Libraries, please email firstname.lastname@example.org by November 1, 2019.
Posted By Scott Hutcheson,
Thursday, July 25, 2019
Updated: Tuesday, July 23, 2019
Digital Transformation: Complex Dressed in Complicated’s Clothing?
By: Scott Hutcheson, PhD
It was my first real job. No more taking orders from drive-thru window, hauling wheelbarrow-loads of landscaping stones, or delivering balloon bouquets dressed like a clown. With a college degree in hand I had landed a job with a global company, an airline. I would be wearing suits, carrying a briefcase, and going on business trips. It was 1990 and I felt like the main character in one of the many movies of that era — young, ambitious, and ready to take on the world in the big city.
Within my first few weeks on the job I found myself assigned to a software development project. It involved four different global companies including mine. Together they would be developing an ambitious system that they would all use. Back then we didn’t call this a “digital transformation” project but that’s exactly what it was. Each of the companies assigned some of their own people to work on the project and others were hired. In total there were about 400 of us. We had four years to complete the project and a budget of $115 million. At the time it was one of the most ambitious and costly software development projects ever attempted. It was a “buy build” effort that would stitch together off-the-shelf solutions with those we would develop ourselves. We were handed the “technical specifications” for what we were supposed to build, 75,000 pages of technical specifications. If stacked on the ground, that many sheets of paper would stand at over 37 feet tall!
After just over three years working on the project we got to what was called “integration testing” where we began to put together the different parts of the system to begin testing out the functionality. Although there was not a literal drumroll there was certainly a metaphorical one, the anticipatory ta-a-tat-tat followed by the throwing of the switch. The drumroll, however…, was followed by silence. It didn’t work.
Over the next few weeks the mood evolved from a “no-problem, we-can-fix-it” pluckiness, to worry, to panic, to finger pointing and blame. The project was shut down, the partnership dissolved. It stands as one of the largest software development failures in history. Did I mention this was my first job? Quite the resume builder.
So, what happened? Why, despite an ample budget, plenty of bright people, and that 75,000-page instruction manual did it fail? As I would come to understand much later, we were dealing with a complex challenge as if it were a complicated problem. Technically it should have worked. Although there were some novel aspects of the system architecture, it was entirely feasible. On the surface it seemed merely technically complicated. Lurking beneath the complicated was complexity. What made it complex? Four different organizations, four different organizational cultures, four different agendas, and issues of trust and turf.
The nearly 30 years from that experience to now has led me on a path to try and better understand how complex, transformational work gets done, how complex is different than complicated, and why we often have a hard time differentiating between the two. The last two-thirds of those 30 years have been spent at Purdue University. Purdue is a place that has never shied away from the complicated. Established as a land-grant university through the Morrill Act of 1862 signed by President Abraham Lincoln, Purdue and the other land grants were founded to focus on the “agricultural and mechanical arts.” Purdue has a rich heritage of attracting faculty and students who have tackled a great may technical challenges. Known as the “cradle of astronauts” more Purdue graduates have gone to space than any other university’s alums.
The establishment of the Purdue’s of the world was part of a bigger transformation that was occurring in the United States — the industrial revolution. This would be an era in which we conquered the complicated with remarkable success. We built the first skyscrapers, airplanes, and automobiles, and saw prosperity rise at pace never before seen.
People like Fredrick Taylor, the father of “scientific management” told us that organizations were like machines and that the people who worked for them were mere cogs in the rotating wheels of progress. This metaphor of the organization as machine became so dominant that it shaped the way we think of nearly everything and the way in which we organized our companies as well as our communities. Often, we think of digital transformation in the same way – a new set of tools to tweak the machine. Transformation, however, is not a mere tweaking.
This way of thinking about the world also shaped many of the tools, insights, and processes that we’ve relied on as we would strive for greater levels of efficiency and higher levels of production. These became ways to tweak the metaphorical machines to reduce waste and increase output. The discipline of engineering, root cause analysis, strategic planning, project management, total quality management, lean, and six sigma are all tools that can trace their roots back to Fredrick Taylor’s scientific management.
This problem-solution mindset, however, has seemingly hit a wall. We are running up against a set of challenges that stubbornly won’t respond to our industrial-age approaches. The tools in our toolbox don’t work like they once did. Climate change, sustainable energy production, income inequality are the kinds of grand challenges that are resistant to the old tools and mindsets. We can’t engineer our way out of the climate change crisis. We can’t root cause analyze to find the silver bullet for income inequality. These kinds of complex challenges can be seen in very real, often heartbreaking ways. People living in rural communities are ravaged by the impacts of opioid use disorder. Once vibrant urban neighborhoods are dealing with blight and violence. We see it on our factory floors, in our hospital hallways, in our professional service offerings as well. We want to create more value for our customers, we want to be better stewards of the human and natural resources we require. We identify digital and other solutions and attempt to implement them. Sometimes they help tweak. Most of the time, though, they don’t bring the transformation for which we hoped.
At Purdue we’ve been designing and testing new approaches for managing complex, transformational challenges and the results are promising. One of our tools is called Strategic Doing. It is strategy disciple specifically designed for open, loosely-connected networks. One of the reasons complex, transformational challenges are complex is because they don’t exist within a command-and-control hierarchy. No single person or organization has all the knowledge, resources, carrots, or sticks required. Strategic Doing allows people to form action-oriented collaborations quickly, move them toward measurable outcomes, and make adjustments along the way. This approach requires thinking differently, behaving differently, and doing work differently.
We’ve developed, tested, and refined this approach through practice; and we’ve taught it as a discipline to thousands of people, including university students and faculty as well as corporate and civic leaders. In May 2019 we published a book to further share what we’ve learned. Strategic Doing: Ten Skills for Agile Leadership (Wiley) outlines a new approach to leadership, one that is horizontal, adaptive, and collaborative. It’s the way of thinking required to deal with complex challenges and wicked problems. Along the way we’ve also heard inspiring stories from people in organizations like NASA and from places like Flint, Michigan and Puerto Rico. These are people who are using Strategic Doing to do amazing, transformational work. They’ve mastered the ten skills outlined in the book:
. Creating and maintaining safe spaces for deep, focused conversation
Framing conversations with the right questions
Uncovering assets, even the hidden ones
Linking and leveraging assets to identify new shared-value opportunities
Looking for the “Big Easy”
Converting ideas to outcomes with measurable characteristics
Starting slowly to go fast
Designing short-term action plans that include everyone
Using 30/30 meetings to review, learn, and adjust
Nudging, connecting, and promoting to reinforce new habits of collaboration
For these leaders and others, the application of these skills serves as a sort of algorithm or operating system that they use to make progress in managing the complex, transformational challenges and wicked problems they face. These skills fill our toolbox with new tools. In Flint, Michigan a group of community leaders have developed their skills in these areas to deal with issues related to teen homicide, systemic racism, and food deserts. A group led by University of Puerto Rico is using Strategic Doing to design an entrepreneurship and innovation ecosystem as they rebuild after the devastation from Hurricane Katrina. Scientists at NASA have drawn on these insights to increase the productivity of their research in space life science. A large military contractor used these skills to develop an open innovation platform upon which they, and their partners, designed digital transformation solutions for the U.S. Navy.
In 2011 a group of Strategic Doing practitioners gathered at a state park in Indiana. They developed a credo, a set of beliefs that drive our work:
We believe we have a responsibility to build a prosperous, sustainable future for ourselves and future generations
No individual, organization, or place can build that future alone
Open, honest, focused, and caring collaboration among diverse participants is the path to accomplishing clear, valuable, shared outcomes
We believe in doing, not just talking and in behavior in alignment with our beliefs
Walking away from the software development failure in the early 90s I could have never anticipated the path that was ahead of me. Along the way I’ve met a remarkable group of people seeking answers to some of the same questions I was asking. Together we’ve developed a whole new discipline — the science and practice of complex collaboration and to has shown remarkable progress helping enterprises of all sizes transform, digitally and otherside. Purdue has become the global hub of this new discipline helping to incubate and develop tools and practices like Strategic Doing. This work has taken us to nearly every state in the U.S. and to nine different countries.
A few months ago, we offered a free online course and over 3,000 people enrolled from 143 different countries. It was offered on a social learning platform so there was a lot of interaction among the learners. The conversations were remarkable. People from vastly different places, were dealing with widely different challenges — an engineer in Germany working on next-generation vehicle design. A public health worker in sub-Saharan Africa dealing with access to safe drinking water. Different contexts, different challenges, but the same dynamics of complexly.
If you are increasingly finding yourself facing stubborn problems, the sort that seem more complicated than it should be, consider whether what you might be facing is complexity dressed up in complicated’s clothing. It might be time to try out a new set of tools.
The Society will catalyze organizational transformation as a trusted resource to enable best practices and processes, to create certification and education frameworks, and to recognize industry leaders in implementing the art of the possible for the digital enterprise.
The Society is dedicated to the transformation of the manufacturing enterprise workforce.