Conway’s Law

Sep 14

Conway’s Law is one of those rules we probably all know but don’t always think about: how we communicate shapes everything we create. Back in 1967, computer scientist Melvin Conway figured out that “organizations who design systems are constrained to produce designs that are copies of the communication structures of these organizations.” In other words, if your company’s communication is a tangled mess of hierarchy and silos, guess what? Your systems will probably look the same. On the flip side, if your organization is a collaboration paradise with open channels, your systems will likely be more flexible and adaptable.

Extending to Enterprise Architecture:

While originally framed in the world of software design, Conway’s Law reaches way beyond that — it can reshape how you think about enterprise architecture, too. Enterprise architecture is the master plan for how your business runs its operations, processes, and tech to hit its goals. And just like in software, how your people communicate and collaborate plays a huge role in shaping the architecture of your organization.

Communication Structures Reflect Architectural Structures: The way people talk to each other (or don’t) has a direct impact on how your systems are built. When departments don’t communicate, you end up with clunky, fragmented systems. But if your organization fosters open, seamless communication, you’re more likely to build a unified, efficient architecture that scales with your business needs.
Impact on Business Agility: If your company dreams of being agile, you need to check if your internal structure supports fast, cross-functional teamwork. Centralized decision-making and endless bureaucracy will create sluggish systems that resist change. On the other hand, decentralized teams that have the freedom to collaborate and innovate will build enterprise architectures that adapt and grow as fast as your company does.
Implications for Organizational Transformation: When companies embark on a transformation journey — digital or otherwise — it’s crucial to rethink not only the tech but also the communication habits of the people who will use it. A successful transformation involves more than upgrading software. It’s about ensuring that communication between teams is transparent and smooth so that the systems built will reflect that.
Organizational Flexibility and Scaling: Scaling a business isn’t just about expanding headcount and revenue — it’s about making sure your systems can handle the growth. Organizations with rigid, hierarchical structures often create architectures that struggle to scale. But companies with decentralized, flexible communication can design systems that are more modular, adaptable, and ready for expansion.
Customer-Centric Design: When departments communicate well, customer-centricity is built into the systems. Cross-functional collaboration ensures that your entire organization — from sales to customer service — is aligned to deliver a seamless customer experience. Disjointed internal communication, on the other hand, leads to systems that provide inconsistent experiences for customers.

My Take

An organization that nails communication is more likely to build systems that work well, scale easily, and adapt to changing needs. Whether you’re talking software design, business processes, or overall operations, Conway’s Law serves as a reminder that the way we communicate internally shapes everything we create externally.

In Manufacturing

If departments like R&D, production, and quality control operate in silos, the systems that manage production are likely to reflect that — leading to disjointed processes, inefficiencies, and potential bottlenecks. But when a manufacturing organization encourages open communication and collaboration across teams, it naturally results in more cohesive systems. Cross-functional teams and agile approaches help align efforts, leading to better-integrated products, smoother production flows, more proactive quality control, and an overall more responsive supply chain. By fostering communication that cuts across functions, manufacturers can design operations that are not only more efficient but also better suited to adapt to changes in demand or technology.