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MASTERING THE SILO SYNDROME

In “The Silo Effect” Financial Times’ journalist Gillian Tett exposed how siloed teams undermined the future of companies like SONY and Swiss Bank Corporation (SBC). Our mission is to help organizations master the silo syndrome, by ousting the destructive effects of organizational barriers, operational rigidness, and detached data stores.

INTRODUCTION

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CROSS~SILO was founded by Edwin Korver, following a four year study into the characteristics and dynamics that determine a firm’s commercial performance.

He found that one of the root causes of weak performance comes from a lack of cross-functional collaboration and the absense of unified customer data. This will inhibit a firm’s capacity to deliver seamless, surpassing, and personalized customer experiences ─ as requested, expected, and desired by most customers today.

However, when revenue and profit start to plummet, the most common executive’s response is to look for new opportunities, rather than fix the silo syndrome.

If the silo problem persists, the outcome of any substitute endeavor will most likely be as disappointing ─ regardless of the potential of the new products or markets. Our key objective is to help identify and remove these destructive barriers, to improve commercial performance and increase a firm’s overall readiness to change.

CONNECTION | COMPASSION | COMMITMENT | CHANGE

HARVARD RESEARCH

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Harvard’s Heidi Gardner has found that firms with more cross-boundary collaboration achieve greater customer loyalty and higher margins: “As innovation hinges more and more on interdisciplinary cooperation, digitalization transforms business at a breakneck pace, and globalization increasingly requires people to work across national borders, the demand for executives who can lead projects at interfaces keeps rising.”

When asked: Which relationships are most important for creating value for customers?, professionals prioritize horizontal relationships. Today the vast majority of innovation and business-development opportunities lie in the interfaces between functions, offices, or organizations. In short, the integrated solutions that most customers want but companies wrestle with developing require horizontal collaboration (across the silos).

The integrated solutions that most customers want but firms wrestle with developing

~Harvard Business Review

PROPHET RESEARCH

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Prophet’s global research reveals the specific and most fundamental actions leaders must take to drive the human aspects of organizational transformation and to catalyze business growth in the Digital Age: “Digital evolution is never that smooth because organizations so often overlook the need to take a strategic approach to cultural change; otherwise, as it has been said, you get the culture you deserve.” Prophet’s global research found that strategy and technology alone aren’t enough to drive transformation.
Prophet’s findings bolster the fact that organizational culture and the employee experience have a vital part to play in shaping progress. As a result, the human factors in digital transformation have grown in prominence. No matter how digital they may be, all organizations are human: “Any digital initiative requires a combination of business knowledge, process knowledge and tech knowledge. Because digital requires these people to work together, collaboration is happening across lines of business, not across clusters.”

Digital transformation is not a program or path or strategy,

~Joshua Sukenic, VP Dawn Foods

LATEST NEWS

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https://go.forrester.com/blogs/predictions-2020-customer-experience/
Trends

Forrester: 25% of CX Profs Ousted in 2020

An article on Forbes, by Adrian Swinscoe, starts with, “Many Customer Experience (CX) initiatives and projects are currently failing to meet the expectations of both

CROSS-SILO-News-Business-Roundtable
leadership

The end of shareholder-first?

In 1962, Nobel prize-winning economist Milton Friedman wrote in his book Capitalism and Freedom, “There is one and only one social responsibility of business ─

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leadership

The Adaptability Quotient (AQ)

Whether a startup has the potential to become a success very much depends on its founder(s). To assess the leadership of a startup most investors

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Culture

Psychological Safety

Research by Google and others confirmed that the best performing team didn’t deliver because of talent, resources, or money. Out of 250 factors that were

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Books

Silos, Politics and Turf Wars

New York Times best-selling author and acclaimed management expert Patrick Lencioni addresses the costly and maddening issue of silos, the barriers that create organizational politics.

CROSS-SILO-News-Silo
Books

The Silo Effect by Gillian Tett

In her book, The Silo Effect, FT journalist and antropologist Gillian Tett describes the destructive effects that mental, structural, and data silos have on collaboration,

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