Managing Modularity

“Perfection has to do with the end product, but excellence has to do with the process.” - Jerry Moran

As a strategy, modularity helps in organizing complex products and processes. Production processes in many industries had modularity to some extent. However, now many manufacturers are extending it to the design stage as well. Modular systems, no doubt have their set of challenges. Their design requires professionals who are not only adept in technical skill, but are designers who have a refined understanding of products as well.

As a growing number of industries adopt modularity, on the structure side, managers have to administer rapid changes in technology with a higher rate of innovation. And, the pace of these changes lessens the time to respond, therefore, business leaders have to keep abreast of all developments in product designs.

On the infrastructure front, there is an expansion in the product varieties when using a modular approach. This complicates the task of inventory control and manufacturing process stabilization. The solution to this problem lies in the tight integration of decentralized teams. The leadership plays a critical role here in communicating the operating framework to teams. These frameworks chalk out the strategy and plans of the development team over time. To quicken the development processes, modularity within an organization is as crucial as innovation in product design.

Just like the railroad companies of the nineteenth century that showed the industries how to control organizations, leaders of our digitized age will need to gain more knowledge of products to create a brand-new business execution model. Their knowledge, internal innovations, and ability to respond to changes will guide their companies. It is time that we shape and direct the way this knowledge is utilized. As Benjamin Franklin said, “An investment in knowledge always pays the best interest.”