While “business” and “culture” are well-known concepts individually, their combination into “business culture” creates a complex and multifaceted field. In this industry, understanding it and recognizing it is the beginning of an art that may help drive the adoption of AM; at least, it’s a possibility.
The truth is, the topic itself is very broad as it might touch upon growth mindset philosophy. For this reason, I don’t think the experience of one person will be enough to portray the multifaceted views that exist on the topic.
However, for the beginning of this series, and since (business) culture is a set of practices, values and norms that may influence human decision-making in certain regions – let alone in certain companies, we would like to understand this topic by sharing what the AM journey looks like for an AM user and for an AM technology provider – at least the common thread that may exist between both.
In Markus Seibold, we’ve found someone who combines both experiences. Founder & CEO of MakerVerse _ an on-demand manufacturing platform offering AM and other manufacturing technologies, he spent over 10 years at Siemens Energy where he helped drive the adoption of AM.
It may be obvious that an AM user will not necessarily have the same “look at AM” as an AM technology provider. What is the common thread between both?
The #1 biggest thing I saw across the most successful teams and companies is that they weren’t just thinking about cost savings. These people identify components where AM offers a clear advantage over traditional methods – like faster lead times on complex parts, reduced spare part inventory, or even reviving legacy products with obsolete tooling.
Cost savings are great but shouldn’t be the only reason you choose AM. Once you’re successful, the cost savings will come anyway.
The successful early adopters were able to build a business case which is not about direct cost savings on the parts. In those cases, executives are buying into the AM strategy because they see the benefit for the business they are accountable for.
What are the common traits of those who succeed in AM according to you?
I’ve seen some commonalities between my corporate past and my current role as CEO and co-founder of MakerVerse.
Open-mindedness: When a company has been making parts the same way for years, many people resist changing processes. It’s not that they don’t WANT TO. It’s more that they simply know that a design for casting actually works, while an AM part is an unknown risk. To really succeed, I’ve seen people not accept the status quo and try to improve things with AM. Sometimes, it works, and sometimes, it doesn’t. But the successful teams are the ones who at least try.
Persistence: Doing something new or different is tough. There will be mistakes. But AM believers keep trying. It is very important to understand the factual concerns of internal customers. Then, build for instance a material database to address the risk concerns of engineers. Persistence is wanting to succeed always. It’s also finding the needed answers to valid risk concerns.
Strategy: The most successful people don’t start with the most complex or interesting part to build with AM. Instead, they choose a component with a real business need and establish a first success case.
Flexibility: It might sound counter-intuitive, but the ones who succeed with AM aren’t necessarily “married” to AM. If there’s a better method such as CNC or casting for the application, then they machine or cast the part. They’re flexible.
Do you believe that customers need to have a culture similar to their AM technology providers?
It helps but it’s not required. At MakerVerse we have companies that need some guidance in finding the best manufacturing technology for their parts. Maybe it’s additive manufacturing, maybe it isn’t. They aren’t too concerned as long as the part works, is on budget, and arrives on time.
Then we have other customers who want to push the AM limit. They have their exact specifications – they need someone skilled enough to execute. In that sense, our culture is alike, as we’re both interested in innovation.
Would you say some departments within a company are more likely to foster a certain culture that will drive a transformative approach to AM?
Definitely. In big companies, the most successful teams have champions to help drive transformation. These “AM fans” communicate successes internally and externally and – very importantly – win executive sponsorship. Sustainable R&D funding is key to this journey; executives must support a multi-year roadmap.
In the end, do you think there is an AM culture?
There is absolutely an AM culture, and it’s continuing to evolve. The unifying thread among the different companies and organizations is a shared belief in problem-solving and continuous improvement. Beyond that, it’s about innovation, flexibility, and a willingness to challenge traditional manufacturing methods.
AM culture is less about a strict set of rules or beliefs and more about the drive to constantly push the limits of what manufacturing can achieve.
Any last words to add?
I believe anything is possible in digital manufacturing. Only 2% of the global on-demand manufacturing industry is fulfilled via platforms. There’s a huge potential to further help the adoption of AM. MakerVerse helps you to produce high-quality additive parts without spending 7-digit €€€ in CAPEX. Combined with an AM Culture, nothing can stop your additive journey.
This article was first published in the 2025 January/February edition of 3D ADEPT Mag.
