Speed has become the decisive factor in business success. Customers no longer accept standard solutions delivered on long timelines. They expect products tailored to their needs, and they expect them fast. For companies still operating with engineering-to-order (EtO) models, this demand often becomes a bottleneck. Designing from scratch for every order creates delays, drives costs, and increases errors.
The more variety companies try to offer, the more they risk falling into a “complexity trap” — slowed launches, frustrated customers, and eroding profitability.
Executives often assume their organizations are falling behind because they lack innovation. The problem lies in outdated architectures and disconnected processes. EtO multiplies complexity. Launches are delayed, costs escalate, and quality becomes inconsistent. Meanwhile, faster competitors capture customer loyalty.
This isn’t just an operational issue — it’s a strategic risk. Without the ability to deliver personalization at speed, companies struggle to grow.
Configure-to-Order (CtO) offers a path out of this trap. Instead of reinventing every product, companies build from modular components — building blocks with standardized interfaces.
The benefits are clear: time-to-market shortens, complexity decreases, and personalization scales without overwhelming engineering. Costs fall because modules are reused, yet customers gain more choice.
Wärtsilä exemplifies this approach. By extending the service interval by 8,000 hours, the company aligned engine maintenance with dry-docking schedules — reducing downtime and simplifying fleet operations. This strategic move highlights how CtO can streamline operations beyond product development.
“With previous modularity and configurability knowledge, connected with the Agile way of working, we succeeded in presenting the newest member of our product portfolio faster to the market than ever before.”
- Tuomas Linna, Program Manager, Wärtsilä
Technology alone isn’t enough. Shifting to CtO requires a cultural change. Engineers used to design from scratch need to learn modular logic. Sales, engineering, and manufacturing must work from the same rules. And incentives must reward efficiency and reuse, not one-off heroics.
As Modular Management EVP Johan Källgren puts it:
“CtO is not just a project — it’s a cross-functional program.”
Execution must also be phased. Companies succeed by starting small, piloting CtO on a focused product line, and scaling gradually. With the right vision, modular platforms, and integrated product information, the transformation builds momentum.
Artificial intelligence will make CtO even more powerful. Already, AI tools are validating configurations in real time, predicting production bottlenecks, and suggesting cost-saving design changes. For customers, AI-driven configurators will create faster, more intuitive personalization experiences.
The combination of modular architecture and AI will allow companies to deliver new products at unprecedented speed and accuracy.
The pressure to deliver more, faster, and better will only intensify. Companies clinging to EtO models will be left behind. Those embracing modular, Configure-to-Order platforms will find complexity becomes a source of strength, not weakness.
At Modular Management, we’ve seen how modular product platforms cut lead times, reduce errors, and unlock new growth. For leaders struggling with time-to-market and product variety, the choice is clear: modular thinking is no longer optional — it is essential.