I got a grumpy tweet last week, during the Thursday #ESNChat session, for using the term “breaking down the silos”. I felt bad, until then I’d been agreeing with much of what Greg had been saying.
Yes, I really said that.
The tweeter suggested I read his blog post which explains why he hates the term so much.
So I did.
I agree with the first part of definition of a silo he gives;
According to dictionary.com, a silo is “a structure, typically cylindrical, in which fodder or forage is kept”.
But I’m not convinced by the second part
In the business context, a silo generally represents a wall or boundary put up by an organization to keep them focused on accomplishing their goals and keeping outsiders from interfering with progress.
In my experience silos form in large companies to support the hierarchical structure of the company. It rests on an old model of thinking about work; that managers know what needs to be done and are responsible for directing all those under their responsibility to complete that work.
For me silos are are an outcome of an overly hierarchical company culture, one where people are unwilling to share knowledge, solve problems together or co-operate in any way. The business directory defines silo mentality as;
a mindset present when certain departments or sectors do not wish to share information with others in the same company. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture.
Visible signs that your organisation is in silos;
- people talk about “us” and “them” meaning different departments within your company
- you need agreement from management of two departments to get co-operation from another department
- you need permission from a manager to approach someone in another department
- departments in your company store their information online in team sites or shared drives that are only accessible for department members
- you do have lunch with colleagues, but only ever from your own department
- your personnel directory is searchable by name, or department, but not by expertise
- when you look for specialist expertise, for example a Spanish-speaking tax expert with experience in Latin America, you start by emailing someone who speaks Spanish
Greg, in his blog post, pointed to some good reasons for building silos within a company; allowing people to focus on the work at hand, and legal or regulatory reasons.
Yes there is a need to focus on the work, and that may mean that a project team shuts itself off from the organisation in some way. Yes in regulated industries there may be a need to put boundaries between certain parts of the organisation; the term used for this in banking in Chinese walls. In agencies temporary boundaries are often put in place around a project to prevent sharing of client information.
In general I wouldn’t consider anything temporary as a silo; just as you don’t move a grain silo easily, silos within companies take time to be established. I agree that there are regulatory boundaries to be considered, and while I’m probably guilty of understating those in my enthusiasm for improving knowledge sharing across a company, I’m certainly not thinking of them when I call for us to “break down the silos”.
I watched a TED video that talked about what might be one of the greatest silo breakdowns ever, and it comes from the US military. General Stanley McChrystal states;
The fact that I know something has zero value if I’m not the person who can actually make something better because of it.
He explains that it’s almost impossible to know who is the best person to use each piece of information, and that the army therefore moved from a “tell only who needs to know” to “we need to tell, and tell them as quickly as we can“.
It’s this philosophical shift I am referring to when I talk about breaking down the silos. In some companies the need is urgent, but I’m going to stop using the term, not in deference to Greg, but because it’s too urgent; from now on the term is “tearing down the silos”.