'Operating model' refers to the way the organization structures its resources, processes, and strategies to deliver value to customers and achieve business goals. It involves decisions about how key functions (e.g., marketing, sales, supply chain, product development, and customer service) are organized and how they interact to drive efficiency, growth, and profitability.

The ideal PIM operating model depends on several factors such as:

• Size and complexity of the organization
• Geographical spread and regional needs
• Existing infrastructure and systems
• Type of products and product data
• Level of control and flexibility required
• Budget and resource availability

In most cases, organizations evolve their PIM models as they grow, often starting with a simpler approach and gradually moving toward more sophisticated or hybrid solutions to support scalability and operational efficiency.

For many global brands a blend of responsibilities between global and local allows for scale, with global driving overall strategy for digital shelf or product content and then having local or regional remits as needed. This is working well for Stanley, Black and Decker: Nichole Tracy, Sr. Director, Global Digital Experience, has created and led a model where there are clear timelines and owners of each phase, engaging with the regional partners regularly in line with the deliverables for each phase. For maintenance after builds, her global team has monthly cadences for review, clear communication channels for requesting updates and feedback sessions with regional teams to create ongoing engagement and driving success across global and regional.

Laura Hélie, Global Ecommerce Data Lead, Nestlé is driving a similar dynamic of cross-collaboration between global and regional by engaging with senior stakeholders with a system of cross-functional steering committee.