In other words, they should be in a state of constant learning about their customers, the market and how to continue delivering value in greater or more varied ways. Ideally, companies should always be gathering data that turns into insights which improve business performance. Make sure when you’re doing anything company-wide that you show the connection between everyone’s participation and the fallout if they don’t. When people or teams are siloed, deadlines get missed, mistakes get made and budgets that should have been the foundation for success stories lead to failures instead. The same can happen with any big project in a company. As a result, the technology doesn’t deliver what was expected, and return on investment (ROI) recedes into the distance. Then, after the deployment, three out of the four main departments are using the technology but the fourth avoids it at all costs. The best way to make it work, however, is when data is fed into it by everyone in the company. Think of a company that decides to invest in new technology to boost productivity or increase sales. This is why breaking down silos has become such a rallying cry among leaders, and here’s what you can do to begin moving towards a better approach to working collectively: 1. There are also companies where people have just gotten used to working so independently that it becomes a detriment to the overarching business objectives. Not all silos are born out of negative attitudes, though. They might not feel confident their peers will do the right thing, or might even make their work harder. People might be afraid of changing old habits. Silos often stem from a fear of sharing information. Even a small or medium-sized business with a handful of people could be working - even unintentionally - at cross purposes with each other. You don’t have to be a large firm to have silos crop up, though. Sometimes organizations get siloed because they’ve grown so large that creating a sense of cohesiveness among departments has gotten complex. Even if they are working in an open concept office, it’s as though they have brick walls that keep them away from the rest of the company. These business units or team members are behaving as an island unto themselves. When management or leadership experts talk about the need to break down silos, this is what they mean. They have their own set of success metrics - even when the senior leadership team has outlined some very different key performance indicators for the organization as a whole. The way they work seems to be somewhat different from other departments, but their exact processes are a bit of a mystery. They are technically part of the larger team, but they only communicate with those outside their function when it’s absolutely necessary. Often when it comes time to focus the company on a common objective - like executing a new growth strategy, for example - leaders discover that those in different departments might as well be living on different planets. Today more of us are spending more time doing our jobs remotely, but in one sense people employed by the same company have been working at a distance from each other for quite a while.
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