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The following image demonstrates a typical mature scenario where the development of the Product, including the development platform, has reached Cadence and Sync. The Supporting Systems are still scattered in different development models and are far from reaching any Cadance and Sync.
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Modularization is not a new invention, nor is it unknown. It is a prerequisite for making it all work in many industries, like the automotive with its large clusters of component suppliers.
An improved Product Development Flow in a large complex organization can not only be based on reshaping the organization and within the existing company.
The solution for an improved Product Development Flow in a very enterprise setup cannot only be to work harder on defining Value Streams and improve ways of working.
The problem Modularizations reduce complexity by clarifying purposes, interfaces, and responsibilities. Product Modularity Theory has been around for ages and if it's done right it is a mirror of the organizational architecture.
The problem with a complex monolith organization is, in principle, the same as system architecture.
When speaking about enterprise modularity, it seems as if it is something owned by IT.Modularized architecture is not something that solely belongs to IT, it is as important for Business Architectureas if it is something owned by IT.
Modularized architecture is not something that solely belongs to IT, it is as important for Business Architecture.
When modules are done right, ready-made, and reusable, they shorten Value Streams and enable cadence and sync.
The solution for an improved Product Development Flow in a very enterprise setup cannot only be to work harder on defining Value Streams and improve ways of working.
An improved Product Development Flow in a large complex organization can not only be based on reshaping the organization and within the existing company.
Instead, a macro-level view of Value Streams and Modularized Business Entities can clarify business structures and create better options for a successful Lean enterprise.
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In one monolith enterprise, the lead time for creating the required new structures is far too long compared to what speed of the market.
Modularized business models
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