The Case for Strategic Silos: When Less Collaboration Between Teams Can Be Beneficial
By
gpi
Baker's choice. Dense with flavour, light on filler.
Summary
This article presents a contrarian perspective on organizational structure, arguing that silos can be beneficial and excessive collaboration between teams can be harmful. The author advocates for maximizing collaboration within teams while minimizing it between teams, suggesting that focused teams working on specific goals are more effective than constantly collaborating across organizational boundaries. The piece challenges conventional leadership wisdom that always promotes breaking down silos and increasing collaboration.
Key quotes
· 4 pulledMost leaders reflexively think of silos as BAD and collaboration as GOOD. This manifesto defends silos and challenges the value of collaboration.
Increasing collaboration can do harm
In general, you should aim to maximize collaboration within teams, and minimize collaboration between teams.
Collaborative teams feel great to be a part of — everyone shares the same goals
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