Are Silos the Real Problem?

Silos don’t just happen in highly specialised organisations.

They’re built in from the start.

You hire people for deep expertise. Then you structure the organisation around that expertise.

In pharma, it’s Medical, Regulatory Affairs, Marketing, Sales, Market Research, Finance etc.

In government, it’s Policy alongside functional domains.

In science-based organisations, it’s entire teams organised by discipline.

And then people act surprised when silos form; though I'm not sure why people are surprised. You’ve grouped people by what they know, how they think, and how they see the world. You’ve reinforced it with reporting lines, priorities, and incentives. And over time, that expertise becomes identity. And identity becomes territory. And there lies the rub.

Information stays within functions, perspectives narrow, and people defend their position instead of exploring others. Not because they’re difficult, but because that’s what the system is encouraging them to do.

There’s nothing inherently wrong with a functional model. It often makes sense to organise around expertise. But it only works if you do the second part; and most organisations don’t: Teach people how to work across it.

How to influence those who don’t share their perspective; how to challenge without creating friction; and how to hold different views and still move forward.

Without that, you don’t get collaboration. You get polite misalignment at best, and entrenched positions at worst.

Silos aren’t the problem. Unmanaged, disregulated silos are.

#SiloThinking #GroupThink #ExpertiseBasedOrganisations #HealthyConflict