Monday, October 5, 2015

Silo behaviour in large organizations militates against agility

At present in large organizations the different functions are usually in silos that don't talk to each other, and don't really care about other. They seem to forget that often what they do is of little value unless it is related to things other do - but they operate in silos.

For example:

  • the people who do process models are not the people who do capability maps (which the processes are presumably to enable), 
  • different people again may do information models (to describe the information to be used by the processes and support organization's knowledge goals)
  • another group manage the application portfolio (which is to support the processes and capabilities, the data etc.)
  • another group are responsible for "business analysis" which should relate to processes, capabilities, information etc) 
  • another group manage projects (which will affect changes to process, capabilities, applications etc.).
Each group focuses on optimizing how do things for their specialist audiences (who develop increasingly specialist and arcane needs), but the reality is that no matter how well each silo operates it is of no value unless well integrated into the whole. 

It is not that it is of a little less value, it is really of almost no value to the organization. So each silos attempt to excel only benefits the individuals involved, their CVs, their personal satisfaction, etc. 

There needs to a Maslovian hierarchy of needs for these areas - where down the bottom is - who well integrated is what I do with what others do. 

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