Leaders at all levels in organisations know the difficulties of achieving truly effective cross-business collaboration. Where boundaries between individuals and teams become too rigid, a lack of joined up thinking and working can result – otherwise known as ‘silo working’.
Of course, silos can be helpful, such as grouping specialists into learning communities, focusing people on results and providing a map of who does what and where. However, where cooperation and collaboration is needed and there are barriers to achieving this, the cost to the organisation can be very high – a lack of shared learning and innovation, delays in getting work done, unproductive conflict, stress and significant financial costs due to programme failures.
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