Why People Remain the Key Factor for Success in PIM Projects—Even in the Age of AI

Everyone is talking about artificial intelligence: AI is supposed to write texts, generate images, automatically enrich data, and even optimize entire product catalogs. A friend of mine recently summed it up with an interesting thought: Because we don’t take the time to write texts, we let AI write them - but what about the readers? They don’t take the time to read the texts either - instead, they let AI summarize them for them. So we need to make sure we don’t focus more on AI itself than on solving problems, or we’ll end up going in circles.

There’s no question about it: The technology behind it is and remains fascinating - but anyone who has ever successfully implemented a Product Information Management system knows that the biggest challenge and the key to success aren’t algorithms, but rather the people who need solutions to their tasks so they can complete them more efficiently.

What’s more, implementing a PIM system is not a typical software implementation. It is a profound organizational transformation. Processes that have evolved over many years are being radically reimagined. Data structures that were previously scattered across Excel spreadsheets, ERP systems, and various departments are centralized and standardized. Workflows change, responsibilities shift, and the entire way a company handles product information is redefined.

It is precisely at this point that it is determined whether a PIM project will remain merely an IT initiative - or become a sustainable growth engine for the entire sales, e-commerce, and marketing departments.

1. The Foundation: IT and Project Management

Every successful PIM project begins with a strong technical and organizational foundation. Here, IT professionals, experienced project managers, and - in some cases - external PIM consultants work closely together.

Their responsibilities extend far beyond mere system configuration:

• Defining a robust data architecture (attributes, structures, views, classifications)
• Seamless integration into existing systems (ERP systems, MAM, e-commerce platforms, marketplaces)
• Creating a realistic project plan with clear milestones
• Establishing authorization: Who is authorized to modify which data? What quality standards apply?

Without this disciplined management, there is a risk of losing sight of the core objective and getting bogged down in countless - sometimes supposed - requirements, which in turn leads to budget overruns and frustration. Good project managers ensure that the project stays on track even during turbulent phases (e.g., staff changes, changes in legal requirements, or shifting market demands).

2. How does data become an experience?

A PIM system containing only master data is like a car without gas. The real magic happens when creative and technically savvy employees breathe life into the data:

• Product managers define which attributes are truly relevant for each product category (technical specifications, certifications, application information).
• Copywriters and marketing experts create sales-driven, search-engine-optimized texts that not only inform but also appeal to the emotions.
• Designers, photographers, and AI experts provide high-quality images, videos, and 3D models.
• Translators adapt content for international markets.

These teams transform “dry product data” into compelling customer experiences - across all channels: online stores, print catalogs, marketplaces, and mobile apps.

3. The Continuous Cycle: Producers and Consumers of Data

Once the system goes live, the real journey begins. This is when it becomes clear whether the PIM system is truly operational: “producers” such as product managers, suppliers, and/or the technical editorial team maintain and expand the data on a daily basis. “Consumers” (sales, key account management, the e-commerce team, agencies, and partners) use this data and provide feedback.

It is precisely this interaction that creates the greatest added value:

• The field sales team reports which product information is particularly well-received by customers.
• The e-commerce manager identifies which attributes drive sales.

Modern PIM systems support this cycle through clear role and permission structures, workflow automation, approval processes, and notifications. Nevertheless, success remains dependent on the motivation and understanding of the people involved.

4. The Biggest Challenges - and How People Overcome Them

Many PIM projects fail not because of the technology, but because of classic change management issues:

• Resistance from business departments (“That’s how we’ve always done it”)
• Lack of acceptance due to insufficient involvement of key users
• Unclear responsibilities
• Excessively high expectations regarding automation (here, too: AI can support, optimize, and accelerate—but it cannot replace everything)

Successful companies therefore invest early on in:

• Regular workshops and training sessions
• Clear communication of the “why?” (more revenue, fewer returns, faster time-to-market)
• Measuring success and regularly celebrating milestones
• Continuous improvement as an integral part of the company culture

This makes it clear: PIM is and always will be a team sport

Technology - including AI-powered technology - is an incredibly powerful catalyst. It automates routine tasks, identifies inconsistencies, suggests optimizations, and significantly speeds up many processes. But it cannot replace strategic decisions, creative ideas, or genuine collaboration.

A high-performance PIM system is therefore distinguished not only by modern technology, but above all by how well it empowers people: through intuitive user guidance, flexible role concepts, transparent workflows, and the ability to apply human expertise where it matters most.

Anyone planning a PIM project or looking to take their existing PIM system to the next level should therefore ask three questions simultaneously:

1. Which technology best fits our system landscape and our requirements?

2. Do we have the right people, the right processes, and the right culture to truly make this system a success?

3. And what is our experience with the people who are accompanying us on this journey? Consultants and software vendors …

Only when these answers are right will a PIM project become a true competitive advantage!