Speakers 2016

8th - 9th March 2016

Gary Knight

PLM Business Architecture Manager, Jaguar Land Rover, UK

Gary Knight joined Jaguar Land Rover in 1998 from Rover Group as a crash analyst for Body Engineering. During the development of a joint vehicle platform he spent time working in Dearborn with Ford. Whilst completing his MBA Gary has completed assignments in Product Strategy and  Business Planning working across all car lines on business improvement programmes. Further time was spent working on new Range Rover managing the delivery of the cross functional virtual assessments from concept through to first verification prototypes in the vehicle engineering team.  Gary joined the PLM team in 2011 to manage the Business Change team and now leads the Business Architecture Team. This has responsibliity for delivery across multiple workstreams including Business Process Definition, Functional Engagement, End to End Testing , Solution Architects, Cross Functional Project delivery and PLM communications..

Presenting: Challenging Business Change - Preparing for the Cultural Shift Required for PLM Roll-out - 8 Mar 2016, 12:05

Jaguar Land Rover (JLR) had inherited from Ford and previous owners, a complex IT Architecture with over 600 legacy applications. Given a unique opportunity to change, they have embarked on a 4-year programme to design, test and deploy a unique and standardized system. Successful deployment required more than an effective technical solution - it demanded significant cultural and business change that was often challenging to predict.

Gary Knight shares his experiences of the project, the strategy behind the rollout and benchmarking cultural change management and user buy-in as the fundamental driver for successful implementation.

This session will discuss:

  • Attaining both C-level and end-user engagement to avoid a top down strategy
  • Understanding PLM applicability across the lifecycle - building an end-to-end platform solution rather than simply a data management system
  • PLM pilot projects
  • Dividing up the strategy across work streams, people and platform to create a cross-functional team
  • The 4-year mark -  feedback on challenges and next steps