• Dassault Systèmes continues to make significant progress on the 3DExperience vision they laid out 5 years ago. This strategy has seen them transform from a software vendor offering distinct solutions for a variety of functional areas to a company that leads with a strong business transformation message backed up by a platform of solutions. I dropped "PLM" from the title of last year's strategy review. I feel even better about that decision a year later. They now have a broad software suite brought to market as solutions tailored to support key initiatives in the vertical industries they serve. As times goes … [ read more ]

    Dassault Systèmes Strategy 2017+
  • The Finding PLM to Fit Mid-Sized High-Tech Companies ebook explains how smaller companies in the high technology industry find themselves stuck between full-featured Product Lifecycle Management (PLM) systems that feel out of reach and less capable solutions including cloud-based file sharing or very basic data management applications. They know they can’t afford the errors and inefficiency inherent to informal data and process management, but can’t afford a large time, resource, and financial investment to fix their problems. Unfortunately simple solutions like web file sharing, while very attractive, fall … [ read more ]

    Finding PLM to Fit Mid-Sized High-Tech Companies
  • The How-to Guide to Transitioning from 2D CAD to 3D CAD  shares best practices for moving from 2D to 3D. The guide shares the reasons you should consider going from 2D to 3D, common challenges to avoid, and benefits enjoyed by other companies who gone to 3D. The guide then shares advice to make your switch from 2D to 3D CAD a success. The recommendations were developed by analyzing the responses of Top Performing companies and comparing them to Average Performing companies.This eBook is one in a series of three:Transitioning from 2D CAD to 3D CAD Migrating from 3D CAD to a new 3D CAD Adopting … [ read more ]

    Best Practices for Going from 2D to 3D CAD
  • The Reducing Cost of Quality in CPG report shares perspectives from a survey of over 175 CPG companies to determine how Top Performers manage consumer packaged goods quality. The research finds that these leading companies are able to achieve better quality results with lower internal costs. The report analyzes their processes, organizational structures, and enabling technology to determine how they can get better quality results without placing a financial burden on the business.Please enjoy the summary below, or click the report to download a PDF overview (free of charge, no registration … [ read more ]

    Reducing Cost of Quality for Consumer Packaged Goods (survey report)
  • What type of experiences prepare engineering students the best for "real world" industry work? What should new graduates know when they start their first job?Please share your experience, thoughts, and lessons learned in this new survey on the engineering skills gap. We are exploring questions such as, what types of things do you look for in a new graduate? How can engineering colleges and universities improve their curriculum to better prepare students for today's modern products?  What concerns do you have about the future engineering workforce?Developing the future workforce is critical to the … [ read more ]

    What Skills Do You Wish Engineering Graduates Had? (Survey Invite)

PTC PLM Vision 2014+


PTCPTC is a top three PLM vendor and has a long history in engineering software and PLM. PTC’s strategy is unique, aimed at helping manufacturers achieve “Product and Service Excellence.” While other vendors have invested in “managing products across their lifecycle” – as the PLM standard definition suggests – most have focused primarily on supporting products during the development phase. PTC has gone further by bringing complementary capabilities to manufacturing companies in service, among other “adjacent” capabilities.

This strategy review is a part of Tech-Clarity’s Strategic Visions of the Major PLM Vendors 2104+ series on the vision of the leading PLM vendors.

A Bit of History

PTC has a long legacy in the CAD industry and acquired their PLM product, Windchill, in 1998. The PTC website says that Windchill was launched in 1998 with subsequent modules ProjectLink and PDMLink launched in 2001 and 2002. With the acquisition they also picked up current CEO Jim Hepplemann, who has been setting PTC product strategy for as long as I can remember.

PTC Live TrendsOver time, PTC has extended their PLM footprint in a few distinct areas. One of the first that comes to mind is acquiring Arbortext. Arbortext helps companies effectively develop documentation, including highly graphical product and service documentation. This was the first capability to give PTC a significant offering for the service industry, but also met a strong need close to PTC’s core domain because creating product and service documentation (and keeping them current as products change) is a challenging aspect of product development. The “service” aspect was initially a relatively minor piece of the PTC footprint but picked up tremendous speed with the acquisition of Service Lifecycle Management (SLM) vendor Servigistics. SLM is a complementary solution and fits in the enterprise ecosystem for manufacturers alongside ERP, PLM, SCM, CRM, and others.

PTC has also acquired solutions to support Quality Management (QMS) and Product Compliance in the context of product development, design, and engineering. The product compliance solution has since been expanded to provide broader product analytics capabilities in addition to environmental product compliance and sustainability. They also acquired MKS for embedded (product-oriented) software development to support the development of smarter products. These are all examples of PTC solving new problems that are close to the core of the product development challenge. This is not accidental, it is a proactive approach. But perhaps I am getting ahead of myself…

The PTC Strategy

PTC LiveI’ve had the opportunity to look at the PTC product strategy over the years. The one word that sets their strategy apart for me is “adjacency.” I wish I had a better single word, so let me explain what I mean. PTC has always looked to solve more problems for their existing customers as opposed to looking for brand new markets to serve. I know some of you reading this are saying that’s an obvious strategy, but it isn’t. On the one hand, PTC doesn’t limit themselves to just making their current solutions deeper and more functional. That wouldn’t allow them to grow (which is bad for existing customers). Instead, they want to expand by continually finding ways to solve more problems for their customers (and companies like them). Some of these problems are issues that have challenged manufacturers for years, such as “how can I improve my product reliability?,” while others are newer, emerging problems based on changes in the manufacturing industry and the world around us. At the same time, their strategy stays close to home. Their acquisitions and  development efforts always extend PTC capabilities relatively close to the core of their capabilities and leverage what they have. Their product introductions typically add solutions that address new functions and support more departments and users in their target customer base, offering growth based on their core expertise and experience.

I’ll use two examples to illustrate this, ALM and SLM:

  • PTC has a strategy for an integrated, systems-level product development environment that addresses mechanical, electrical, and software (mechatronic) design. But they are also happy to sell MKS Integrity to customers that don’t want to integrate with existing PTC solutions. They recognize developing software for smart products is a problem that their customers need to solve, so they want to have a solution to help them.
  • In the same way, PTC is not just adding some minor service functionality to their PLM footprint. They have fully entered into the SLM marketplace (see my post Does PTC Acquisition Of Servigistics Signal A New Direction For PLM Acquisitions?). At the same time, they view “servitization” – the blurring of the lines between product and service – as a critical change in the manufacturing industry and want to support it holistically with a combination of PLM and SLM solutions.

Both ALM and SLM are examples of PTC solving adjacent problems for their customers, providing strong capabilities to solve those problems today, and preparing for the future when companies are ready to adopt more integrated processes (and  solutions). PTC is not going far astray from their existing industry and customer strongholds in order to grow, they are amassing a larger product portfolio to offer to their existing base.

So what should you expect next from PTC? Further development of their core capabilities, integration between the solutions they have acquired (but where it matters, not just for the sake of saying it’s integrated), a continued effort to support “servitization,” and more acquisitions to solve adjacent problems for their customers. That’s what I expect, at least, let me know what you think.


See other posts in our on PLM Strategies of the Major PLM Vendors 2015+ series:

Dassault Systèmes PLM Vision 2015+

Synergis Software PLM Vision 2015+

See more in our Strategic Visions of the Major PLM Vendors 2014+ series including:

Aras PLM Vision 2014+

Arena Solutions Vision 2014+

Autodesk PLM Vision 2014+

Dassault Systèmes PLM Vision 2014+

Infor PLM Vision 2014+

Oracle’s Vision for Agile 2014+

Also, don’t miss our The Strategic Visions of CAD/CAE Vendors 2014+


  1. Not forgetting their recent acquisition of ThingWorx which touches on both product and service …. is well aligned with their software competencies….and opens new doors in new (and existing) enterprises?

    • Allan, I am very excited about what PTC will do with ThingWorx. To me, the “Internet of Things” concept is an extension of interconnectivity that will change the way we relate with products and how products relate to each other (peer to peer, machine to machine). I expect the acquisition to line up very nicely with both the product development and service sides of PTC’s business. I don’t know much about the specifics of ThingWorx yet, I am looking forward to learning more.

  2. Jim, It is interesting you don’t speak much about PTC vision in the design / Creo related field. What is your perspective of future of Creo innovation?

    • Oleg,
      I decided to put my personal definition of “PLM” that includes design tools on the back burner and use the definition that the market uses. I guess it’s what CIMdata would call CPDM. So no intent to cover Creo in this series.

      Perhaps I should make it clear that PTC has an integrated strategy for Creo and Windchill (among other products) but also supports a multi-CAD environment? The Creo and Windchill teams work closely together, but PTC maintains a commitment to support multiple CAD systems (after all, that is the reality for most companies).

      Not what you were looking for, sorry.

      • Jim, thanks for this clarification. What is “integrated strategy of Creo and Windchill”? will it provide some uniqueness to Creo opposite to multi-CAD solutions? Thanks, oleg

        • Oleg,
          As you know, most of the large vendors have an advantage when they are managing their own CAD data. Windchill will always manage Creo data better than anything else because the development teams can influence each other. So things like pushing configurations from Windchill into Creo are going to be easier within a single vendor model. The same is true for Enovia and Catia. The same is true for Teamcenter and NX.

          With that said, all of the vendors invest in supporting multiple CAD systems and not just their own. And not every PLM system manages every other CAD system equally.

          My last point is that managing CAD data is only part of what you want from your PLM system. So even if one PLM (PDM really) works better, that might not be the biggest priority when selecting a PLM. But if I was a Creo user I would certainly put Windchill on the list to consider. The same for NX-Teamcenter and Catia-Enovia.

          How do you feel that applies to Inventor-PLM360?

  3. Jim,

    Good insight into the vision/focus of PTC per “PTC solving adjacent problems for their customers, providing strong capabilities to solve those problems today, and preparing for the future when companies are ready to adopt more integrated processes (and solutions).” The newest acquisition of ThingWorx is another step focused on bringing “life after the product’s design/development/production” to look at the data the product generates “in use” by our customer’s customers. This information visibility and analytical assessment opens doors to feed back into product design/development to enhance the end fitness of the consumer’s product to market need.

    There is also the focus that PTC has (through its Retail PLM solution or FlexPLM) that brings Product-centric visibilty to products that were previously isolated to the Engineering-centric content of its definition. Now customers can define product lines, define market channels of delivery, monitor the total cost of delivering a product to market, quality and consistency in packaging, vendor collaboration through the lifecycle, etc… Couple that with the ThingWorx paradigm of information management and the world comes alive with true cradle to grave reality.

    So – again – very good insight. Appreciate the thread.

    Brion Carroll
    VP, R&C Global Business Development

  4. Jim,

    Great Insight! Thank You.

    Retail and consumer goods industry always has an urging demand to satisfy their LifeCycle Solutions needs. There is much more information and data around products / customers that is still not digital, what i mean by this is: To deliver a good product to a consumer – we need good innovation, constant connect (feedback) from Consumer. But in most of the PLM Systems, there is a visible disconnect in this aspect.

    I have had the opportunity to be in the PLM / PDM industry for 17 years helping PLM customers from different domains (Life sciences, Oil and Gas, Fashion, Industrial and Home Solutions, Defence etc.,) and seen several market movers and the M&As in the Engineering Software Industry.

    Few white gaps do exist in every Engineering Software suite. Need to bridge these Gaps will be compelling in the near future that it is in the Current Situation.

    For example, Product recall management does not necessarily fall under the Design and Development (PLM) radar, but if this ignored, there are more chances of new product (could be in Consumer Goods, Foods, Pharma, Engineering Components manufacturing, OEMs) to have traces to any already existing impact Brand Image. Secondly, if the PLM does not itself have a framework to the Industry Standard (here i am referring to the Manufacturer), there will be high chances of Brand image damages and sometimes manufactures end up with huge Penalty (recent once are on the CPSC site). Thirdly, the Engineering software suite should help implementations to be SMART (here – i am referring to the Implementation or the Rollout cycle). Fourthly, while products are designed keeping Society in mind, so should PLM be – meaning this should be Social, enabling Trend based rationalization for product any design (not just being collaborative – as in screen sharing or instant messaging..)

    Behind every product’s success there has always been successful adoption via successful implementation. With rich industry knowledge and proven innovation and delivery framework, we can help more customers (existing and new) to realize their Visions.

    Cohabitation of Windchill and FlexPLM with all the allied PTCs Solutions is surely a near sufficient Suite and could possibly add to existing list of satisfied Software End Users.

    Digitize more data, manage data efficiently, and create better products faster to market and responsive to Consumer.

    Anil Kumar


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