The modular and offsite construction industry is no stranger to hiring consultants. When problems arise—whether it’s inefficiencies in the production line, struggles with labor retention, or the challenge of integrating new technology—executives often turn to industry experts for guidance. Yet, in many cases, the recommendations made by consultants are either ignored or quietly set aside. This raises an important question: If companies are willing to spend tens or even hundreds of thousands of dollars on expert advice, why do they so often fail to implement it?
.
The Illusion of Action: A Consultant Provides the Appearance of Progress
One of the most common reasons executives bring in consultants is not necessarily to solve a problem but to demonstrate to stakeholders that they are taking action. For investors, board members, and employees, the presence of a consultant signals that leadership is engaged in tackling industry challenges. However, once the consultant delivers their report, management may feel they have already fulfilled their obligation simply by conducting the study.
This is particularly prevalent in offsite construction, where companies face constant pressure to innovate while maintaining production schedules. Factory owners and general managers, stretched thin by deadlines and operational demands, may see implementing consultant recommendations as a secondary concern compared to meeting immediate production goals. As a result, the detailed strategies offered by consultants often end up gathering dust, not because they lack merit, but because the organization has already moved on to the next crisis.
Decision Fatigue and Confirmation Bias Lead to Inaction
Executives in the modular construction industry make a staggering number of decisions daily, from selecting materials and approving production schedules to addressing labor shortages and coordinating logistics. By the time a consultant presents their findings, management may already be suffering from decision fatigue, making them more likely to default to their existing way of doing things rather than taking on the mental burden of implementing change.
Additionally, there is a strong tendency among leadership to favor advice that aligns with their existing beliefs while dismissing recommendations that challenge their preconceived notions. If a consultant advises significant changes in production workflows, material sourcing, or sales strategies, management may instinctively reject those ideas if they contradict established methods. This bias can be especially strong in long-established modular companies where leadership has decades of experience and feels confident in their approach.
Fear of Change and Disruption Slows Innovation
While consultants are brought in to introduce new ideas, their recommendations often involve substantial changes that can be difficult to execute without disrupting daily operations. In an industry that operates on tight margins and strict project deadlines, any disruption to production can feel like an unnecessary risk.
For example, a consultant may recommend adopting an automated panelized production line instead of relying on traditional labor modular box construction. While this shift could lead to increased efficiency and reduced material waste, it would require retraining workers, investing in new equipment, and potentially slowing down production during the transition. Even if the long-term benefits are clear, leadership may ultimately decide that the short-term disruption is too great a risk, leading them to discard the consultant’s proposal.
The “Not Invented Here” Syndrome Creates Resistance to External Ideas
Another reason consultant advice is frequently ignored is the belief that only those within the company truly understand the business. Many factory owners and executives have spent years building their companies and developing their own processes. When an outsider suggests a different approach, leadership may view the advice with skepticism, feeling that the consultant lacks firsthand knowledge of the company’s unique challenges.
This resistance is particularly common in modular construction, where experienced factory managers have developed their own ways of balancing production efficiency, labor management, and quality control. If a consultant’s recommendations do not align with their real-world experiences, they may dismiss the advice as theoretical rather than practical. Even when consultants base their findings on data from other successful factories, company leadership may resist, believing that their specific market conditions require a different approach.
Consultant Reports Are Often Overcomplicated and Difficult to Implement
Another obstacle to implementing consultant recommendations is the format in which the advice is delivered. Many consultants produce long, technical reports filled with industry jargon, complex process maps, and multi-step implementation plans. While these documents may contain valuable insights, they can also be overwhelming to busy executives who are looking for clear, actionable solutions.
A modular home manufacturer, for instance, might receive a 150-page report detailing how to optimize factory workflow through automation. However, without a straightforward roadmap for execution, leadership may struggle to translate the recommendations into concrete action. If the report lacks clear prioritization, management may also find it difficult to determine where to start, leading to further delays in implementation.
High Costs and Implementation Barriers Make Change Unattractive
Many consultant recommendations involve significant investments in technology, training, or process improvements. For companies operating on thin margins, the financial burden of implementing these recommendations may be prohibitive. Even when management agrees with a consultant’s analysis, they may ultimately decide that the costs outweigh the benefits.
For example, a consultant might recommend investing in robotic assembly to reduce labor costs and improve consistency in modular wall panel production. While this technology could lead to long-term savings, the upfront cost of purchasing and integrating robotic systems could be millions of dollars. Suppose leadership does not have immediate capital available or fears the return on investment may take too long to materialize. In that case, they may abandon the idea to stick with their existing processes.
Sometimes, the Advice Was Never Meant to Be Followed
In some cases, companies hire consultants not to gain new insights, but to validate decisions they have already made. A modular home builder considering outsourcing production to a lower-cost facility might bring in a consultant to “evaluate their options,” even though leadership has already decided to move forward with outsourcing. If the consultant suggests an alternative path, such as improving factory efficiency to keep production in-house, management may ignore the recommendation because it does not align with their pre-existing plan.
This phenomenon is common in publicly traded companies or large organizations where executive teams must justify their decisions to boards or shareholders. By hiring a consultant, leadership can claim they explored all options before making a tough call, even if they never intended to seriously consider the advice.
The Path Forward: How the Offsite Industry Can Benefit from Consultants
While it’s true that many consultant recommendations go unheeded, companies that successfully implement expert advice often gain a competitive edge. To ensure consultant insights lead to real improvements, companies in the modular and offsite construction sector should take a more strategic approach:
Before hiring a consultant, leadership should be clear about whether they are genuinely open to change or simply seeking validation for a decision they have already made.
Consultants should be chosen not only for their industry knowledge but also for their ability to deliver practical, easily actionable recommendations.
Recommendations should be presented in a way that is easy to understand, with a clear step-by-step roadmap that highlights both short-term wins and long-term goals.
Leadership should engage employees early in the process to build buy-in, reducing resistance to change.
For modular and offsite construction companies that take consultant advice seriously, the potential rewards include increased efficiency, lower costs, and improved product quality. However, for companies that continue to treat consultants as a symbolic gesture rather than a genuine resource for change, the cycle of hiring and ignoring expert advice will continue, with little to show for it except an expensive report collecting dust on a shelf.
.
Gary Fleisher, The Modcoach, writes about the modular and offsite construction industry at Modular Home Source.
.
CLICK HERE to read the latest edition
Contact Gary Fleisher
