Principles from software engineering could point to a smarter way to structure work
In software engineering, object-oriented design (OOD) revolutionized how developers think about building systems: not as linear lines of code, but as a set of interrelated, autonomous and reusable ‘objects’ with clear roles, boundaries and responsibilities. What if business leaders borrowed this logic to rethink how work is structured, teams are organized, and performance is driven?
At its core, OOD is an elegant and practical design philosophy that could help leaders reimagine their organizations – not as machines, but as modular systems of value-creating units. Three principles of OOD stand out for business leaders to translate directly.
1. Encapsulation: contain complexity within clear boundaries In OOD, an object contains both data and the methods to operate on that data. It hides internal complexity from other parts of the system. For business, this means giving teams end-to-end ownership of specific outcomes – customer experience, product quality, innovation – rather than fragmenting accountability across functions. Cross-functional teams or ‘pods’ that own a full slice of the value chain embody this principle. Encapsulation also reduces the risk of inter-team dependencies becoming bottlenecks. By giving each ‘object,’ or team, the autonomy to manage its own resources and decisions, organizations can move faster and adapt more effectively to a fast-changing environment.
2. Inheritance: build on what already works Software objects can inherit behavior and attributes from ‘parent classes.’ This can be translated into organizations by developing replicable team structures, playbooks and processes that evolve over time. For instance, if a customer success team creates an effective onboarding framework, that approach can be inherited (and adapted) by a new market-entry team. Inheritance doesn’t mean blind duplication, but intentional learning and refinement – treating organizational components as modular assets that evolve through iteration.
3. Polymorphism: adapt form to context Polymorphism allows objects to behave differently depending on the context. Applied to work, this means enabling teams or roles to flex according to the task at hand. A product lead might act as a strategist in one sprint and a facilitator in another. Roles aren’t rigid – they’re fluid, bounded by purpose, not job titles. This approach supports agility and resilience. It also aligns with how modern workforces expect to operate: with more variety, meaning and autonomy.
Innovation at Schneider Electric
Though rarely labeled as such, Schneider Electric’s operational story exemplifies OOD thinking – in how the company structures both technology and teams. The company organizes around modular business domains, like smart buildings or industrial automation. Each acts as a self-contained object, reflecting the idea of encapsulation, with dedicated talent and operational systems, and clear accountability for customer outcomes.
Shared digital platforms and sustainability frameworks serve as a common architecture (inheritance), allowing each domain to reuse, adapt, and build upon proven models without starting from scratch. Individuals move fluidly across initiatives – an engineer may act as analyst, facilitator or integrator, depending on the context (polymorphism), while teams form and re-form based on capability and project needs.
By creating manageable units and ensuring clean interaction protocols between domains, Schneider reduces complexity, and maintains agility in a high-stakes, asset-heavy industry. This implicit use of OOD enables faster innovation, scalable growth and resilient collaboration. It’s proof that designing a business like a well-architected system is more than metaphor – it’s a method.
From code to culture
OOD emerged in the late 20th century – yet it is perhaps more relevant than ever. While AI-enabled vibe coding and low-code/no-code tools are becoming more popular, the underlying logic of OOD remains critical. This isn’t about syntax – it’s about structuring complexity, promoting reusability, and enabling modular, scalable systems. By organizing around outcomes, designing for reuse and evolution, and allowing roles to adapt by context, businesses can unlock not just efficiency, but innovation and engagement.
The future of work isn’t built in silos. It’s composed of well-designed, self-contained and interconnected objects – just like great code.
Perry Timms is founder and chief energy officer of PTHR, a consultancy aiming to create better businesses for a better world. He is a TEDx speaker, top-selling author, and a member of HR Magazine’s Most Influential Hall of Fame
