Organizational ‘Silo’s’ – Why Do They Exist?

… is a management system incapable of reciprocal operation with other, related management systems. With department specialization came a silo operational culture for many large organizations. The silo effect is characterized by a lack of communication or common goals between departments in an organization.

I am equally confident that you are curious as to why a company would utilize such a system in the first place, when it is a logical conclusion that this method of operation is obviously ineffective, and can only bring negative end-results.

This approach is also contrary to what we have become accustomed to. If you look at ‘employment ads’ over the past several years, you will be sure to find quotes such as ‘join our ‘team’, ‘share your expertise’ your input matters, be a part of our ‘success’. All lead the reader to believe that their efforts, participation, education, and expertise actually ‘contribute’, when indeed under the ’silo’ scenario, their efforts will most definitely be stifled.

These somewhat misleading ads have been our blueprint of a company worthy of our time and effort in terms of our own career growth and opportunity. By that I mean, this is ‘what we want to hear, that ‘we’ matter, that we can ‘add value’.

A company using this ’silo’ approach may measure their success via listings on various stock exchanges, ‘presence’ in its own City, and/or the benefits of having several ‘stakeholders’ with vested interests . These stakeholders would of course fully participate in and analyze management’s encouraged development and growth of the ‘brand’ of their firm. This level of success permits a company to have an absolute requirement of employing only the very best in talent, to their respective ‘teams’, and therefore they can afford the lengthy, expensive, and time consuming interview processes.

In the silo’s atmosphere, everything I have written thus far, in my efforts to encourage and develop Administrative Professionals in providing ‘added value’ to their firms, learning new skills, and sharing their knowledge, working with their peers ‘across all lines of service’, presents enormous challenges for this group of professionals. To me this is a monumental mistake, and certainly a waste of talent, and stifles not only the employee caught in this dilemma, but also the firm’s overall success ratios.

This type of an atmosphere does not support or encourage true ‘team spirit’, nor does it support growth and knowledge based intelligence across all lines of service.

I have always encouraged knowledge based programs, and full participation of teams to help each other in becoming more valued and talented employees. With this added cooperation comes not only camaraderie amongst the various divisions or, in this case, ‘silo’s’, but growth in each division across, and within, the various lines of service.

For me, a firm’s true measure of success is determined by the contented excitement and enthusiasm that each employee brings to the table. If all lines of communications are open, and each divisional leader is reaching out, and utilizing talent across the board, bringing in more business for the firm overall in the process, that is what I would call a truly genuine success.