integrated solutions that, more than the vertical IT stand-alone tools, provide the collaborative features necessary to support data sharing throughout the entire product lifecycle [1]. This integration might be enabled by embracing Product Lifecycle Management (PLM), a technology-driven business approach that integrates all functions and operations across the product lifecycle through product information, transforming the organization into a synergistic totality that functions flexibly. PLM is defined as a concept for the integrated management of information that defines both the product as a central element to aggregate enterprise information, and the lifecycle as a new time dimension for information integration and analysis [2]. This understanding, however, oversimplifies the true essence of PLM. Namely, PLM embodies a complex and multi-layered phenomenon that incorporates a strategic approach, advanced IT solutions, and business practices. Various conceptualizations of PLM that come from definitions and broader theoretical insights found in academic literature and in other professional publications imply that PLM is perceived as a business paradigm; IT-based business model; systemic approach to business performance improvement; IT-supported concept of product information management in an integrated, coordinated and controlled manner; product lifecycle knowledge management system [2; 3; 4; 5]. The heterogeneity in these conceptualizations does not indicate contradictions in the way PLM is interpreted; but rather, it underscores the multifaceted essence of this phenomenon. Initially established to enhance operational efficiency and cost control by managing engineering information tied to product definition more effectively, PLM has evolved technologically and conceptually over time, growing into a sustainable corporate strategy for integrated product lifecycle management. Moreover, PLM has provided a paradigmatic model that has enabled companies, in the face of increasingly shorter product lifecycles, global networking, and increasingly complex products and production systems, to operate more effectively and efficiently. All this elucidates the increasing interest in PLM among academia and industry alike. Namely, the PLM market is currently one of the fastest expanding in the IT industry; its value, measured through investments in PLM technologies in 2024, as indicated by the CIMdata [7] report, reached US$72.6, accompanied by a growth rate of 9%. This growth trend is expected to persist, attributable to the expansion of the smart connected product manufacturing trend and Industry 4.0 initiatives, which are currently regarded as the primary catalysts of the PLM development. Notwithstanding the strengthening of PLM initiatives across various industries, driven by the operational and strategic enhancements provided by PLM, companies are still struggling to implement and mature PLM. Moreover, [PERSON] et al. [8] report a dramatically low success rate of launched PLM initiatives, estimating that approximately 70% of PLM implementation projects fail to meet management's expectations, while the business value of implemented PLM technologies is questionable in most companies. It should be noted that the problem of implementing PLM extends beyond simply introducing a software layer that integrates isolated information silos, addressing interoperability issues and achieving overall coherence among the information within the PLM environment, but rather requires significant business changes, including optimizing the operating model, revising organizational systems and mechanisms, and, moreover, shifting the management paradigm. These factors render the implementation process an extensive and challenging endeavor, both organizationally and technically, requiring substantial resource mobilization and involving multiple change initiatives across various levels, from strategic to individual employee knowledge and competencies.