When do you enjoy doing something? For example, a new sport that you take up? For me it was surfing. It wasn't that learning to surf was fun; the first steps were rather frustrating: dry runs on the beach, learning to paddle properly in the water and the countless times the waves washed over me like a washing machine. But the first time I caught a wave, stood on the board and rode it, even if it was only for a few metres, it was fun. It was a beginning, a base from which to develop. I had overcome the learning hurdle and could begin to perfect the finer points.
The situation in companies is similar. Over the past few decades, companies have optimised many areas, such as mass production. From automation with industrial robots to customer-specific production 'on demand'. On the IT side, this journey began more than 30 years ago, when ERP systems revolutionised manufacturing and digitised supply chains. The challenge today? Companies are still in a learning phase when it comes to information management.
The evolution of information management
For a long time, IT focused on optimising production, logistics, finance and internal communications. From around 2010, however, it became increasingly clear that the management of product information - the content, media and data that support development, production and marketing - could no longer be ignored.
Why? Up until now, the 'silos' worked: development departments managed their data in Excel spreadsheets, product management had its own systems, and information was exchanged manually between departments as needed. Marketing, development and product management often worked in parallel, with no integrated processes or systems. But shorter product lifecycles and rising customer expectations have pushed this fragmentation to its limits.
A comparison with the early days of ERP systems is inevitable: manual administration dominated in the 1980s and 1990s. But with standards and best practices, the supply chain became efficient - today it delivers products worldwide in less than 24 hours. By contrast, the 'information supply chain' remained fragmented, error-prone and unable to scale.
The pressure of new touchpoints and rising expectations
Today's customer landscape is fundamentally different from that of the early 2010s. Mobile, wearables and IoT devices have created new communication channels that need to be fed with relevant, consistent information in real time. Customers now expect to be able to access accurate product information via social media, online stores, printed catalogues or directly in apps - in their language and tailored to their needs.
But instead of 'going with the flow', many companies are still struggling with outdated methods: manual data transfers, siloed thinking and redundant systems. At the same time, there are pioneers who have mastered the game: companies that deliver product information consistently across all channels, in more than 30 languages and without delay.
ISCM - the next core competence
Gone are the days when customers chose products based on trial or personal advice. Today, decisions are influenced by the quality and availability of information. Companies that master this 'game' will not only secure a competitive advantage, but also their own existence.
However, ISCM is not a capability that can be built quickly through investment or technology alone. Like the development of ERP systems a few years ago, it requires a strategic approach:
✅ Multidisciplinary teams: experts from purchasing, product management, IT, sales and marketing must work together.
✅ Experienced coaches: external partners help to manage complexity.
✅ Long-term planning: technology needs to be integrated and introduced step by step - as part of a clear target architecture.
✅ Systematic training: teams need time to understand processes and to use and perfect systems.
Conclusion: From learning to playing
Product and service communication is increasingly becoming a key competitive advantage. Companies that embrace ISCM as a strategic objective have the opportunity to become leaders not only in manufacturing, but also in product communication. It's time to make the leap from tedious mastery to playful perfection - with the right tools, a clear strategy and a strong team.
The question is no longer whether companies will make this change, but how quickly. The market won't wait - but the rewards for those who drive the game forward are enormous.
Let's go back to the beginning and my surfing lessons: I could of course have tried to learn to surf on my own. I would have done a bit of research on the internet, probably bought a super stylish surfboard and a fancy wetsuit to go with it. So far, so good. From today's perspective, the result would have been as follows:
- I would have suffered in my wetsuit, which was either too thick (too warm) or too thin (too cold) .
- If I had somehow managed to get into the water with my fancy board, I would have realised that the board was way too small for me - and I would have gone under all the time.
- If I had managed to get close to a wave, not only would I have been washed out, but I would probably have been seriously injured from the board flying uncontrollably through the waves.
Fortunately, I didn't do any of that. Instead, I enrolled in a surf school with professionals. That way I learned faster, had more fun and didn't waste money on the wrong equipment.
As far as our ISCM topic is concerned, my advice is to get a consultant, coach or partner to help you. It will save you time, money and a lot of aggravation.