(由Arcompany首席执行官Hessie Jones的旅客帖子)

Silos-The-Insidious-Poison-that-Stifles-Organizations
多年来,我在Siled环境中工作过。我相信我们都有。组织越大,孤岛越常。我抬起头来定义today.

1.坑,沟槽,水平容器或塔,通常是圆柱形的,在其中进行青贮饲料和存储

2. a strengthened underground position in which missile systems are sited for protection against attack

当我们指的组织时,第二个清晰度似乎最适合。一个部门的实力来自于共同目的,允许每个人都觉得他们有助于这种共同目标。当每个人都对齐时,这是一种惊人的感觉。没有什么能阻止你接管世界......所以说话。

这种共享目的是队伍或俱乐部在维持会员资格方面取得成功的原因。他们有一个共同的目标,这是一个常见的动机,使群体更紧凑,而目标变得更加达到。

In marketing we call these groups of people “clusters”. These people have specific traits, common among them, that allow marketers to group them together naturally. These traits are not just any traits. They are so strong that it tends to naturally allow a separation from those who don’t exhibit those traits (either naturally or through influential experiences). And now back to silos… When we speak about shared values, the approach is awesome because everyone buys in and everyone is moving towards the same goal.

However, within organizations, silos are those long cylindrical shaped containers… those impenetrable “underground positions”, so tall that no one outside is invited in, nor allowed to look inside.

令人敬畏的筒仓

我曾经在银行工作过。我在着名银行的信用卡部门工作。我是新兴团队的一部分,于2000年初开始弄清楚如何利用互联网推动收购和保留机会。我们是绿色的。没有人在网上有任何真正的经验。谁干的?然而,我们确实有这种共同的兴奋,我们可以为这个组织制作的可能性。

This enthusiasm resulted in endless hours of ideation, testing and discovery. It was one of the best experiences I’ve had in my lifetime. We all clicked, we came together to share what we discovered. When it was time, brought in the product groups to understand the processes they built in to run their existing programs.

作为第一步,目标是在这些期望和要求中编织对网站的。几个月后,我们已准备好扫描该计划的实施。

当筒仓碰撞时

我们介绍了我们在我们司执行团队的想法和方法。它遇到了发光的评论和响应批准,以开始开发能力的过程。那是我们在银行中央团队接洽:网上银行部门。如果需要执行任何内容,最终批准必须来自这一组。不用说,事实证明是一个令人痛苦的过程。无数次会议必须仔细审查构建的方法。

中央团队担心遵守,安全,对第三方网站的关注,需要成为这一整合的一部分。我们预计这一点并通过我们自己的部门的投资组合管理团队进行适当的运行应急场景。我们回答了所有问题,但更多的问题来了。在完全满足这一举措之前,几个月就是不可行的。当我们意识到仍然需要谈判此举措的优先级,实现这一目标甚至可能甚至无法发生。

Despite the Executive approval, other divisions were given priority. We were left in the “queue” until there was significant reason to push this initiative closer to the front of the line. Suddenly, the very organization –family (in loose terms) – failed us. It widened the rift that already existed between our divisions This文章synthesized this experience:

When employees interact poorly with people outside of their “silo,” it becomes difficult to do the work of the business. A tight-knit department that works well together can be a plus for a business. However, organizational silos can be like fortresses within a company and eventually cause serious problems that might not be noticed until the damage is done.

筒仓存在以向前移动

“The bigger they are the harder they fall”.

一旦你有人买到一个想法,它会非常难以撤消它。我们的部门购买了这一倡议。从我们的执行团队张开武器欢迎。每个人都认为这是一个合理的追求倡议。除了中央网上银行业团队。那么,这会阻止我们吗?我们意识到额外努力移动这个球将需要几个月。我们不得不玩“很好”,我们必须以某种方式使用一些杠杆来购买我们优先的其他举措。这不是答案。

所以我们自己建立了主动性。我们的部门汇集了我们自己的开发团队,创建一个短期解决方案,使我们能够在金融服务行业进行测试和学习并创造跳跃开始,我们的竞争对手在这方面没有做任何类型的测试。我们需要领先于游戏。

我们在执行团队的支持范围内建立了该系统,在6个月内有一个工作系统,妥善接收,追踪和衡量在线举措。我们能够衡量一些快速的胜利并建立一个有效运作的系统,并且能够与当时在线广告中发生的变化一起建立。我们不是“敏捷”,但我们试图成为。

It made us happy. But in the process, it also made us more distrusting of the central bank. As a division we became more insular and automatically distrustful and suspicious of outsiders.

单独的孤岛不能共存

最终,我们为我们的部门创建的系统是由中央团队实施的。到这个时候,我留下了银行。它花了几年。与此同时,我们的部门举行了我们的地面,并尽我们所能推动我们的共同目标。

For banks, it does seem like a daunting and almost impossible task to allow those overall goals to filter down to the very edges of the organization so everyone buys into them and embraces them.

我没有坚持看到这发生了。我没有耐心这样做。

While, I wasn’t able to move mountains when I was there, I was able to introduce ideas that made people think differently. I was able to convince people over time that this would increase opportunities, and provide efficiencies over time.

我们师内存在的惊人信任使我们更强大,但将我们与整体银行分开。

我希望这些silos will break down. My fear is that it will be the direct result of forced downsizing, and structural changes. Only then will companies be in a position to think differently.

作者生物:

Hessie Jones isCEO atArCompany以及经过经验丰富的数字战略家,为顶级广告代理商提供管理职位,包括Ogilvy,Rapp Collins,One和Isobar Digital。她还拥有广泛的初创经验,同时推出成功,如雅虎!答案。Hessie是进化的共同作者:营销(正如我们所知)注定要注定!她也是Huffington Post和Steamfeed的积极作家。

图像ViaNathan Harper在下面C.C.2.0

员工 - 订婚活动 - 您的业务