All organizations require specialist groups to perform business functions with expertise and with efficiency. Supervision within a specialist group leads to the creation of a hierarchy. Hierarchies exist even in flat organizations.
Specialist groups rapidly learn to optimize their internal organizations. As these crystallize, the group turns into a silo. A silo, by its nature, feels the need to protect its turf. It does not want others from outside to interfere in its functioning. As this happens, it refuses to accept new ideas from outside. The absence of new ideas and cross-fertilization with other groups leads to stasis. Stasis is antithetic to growth.
Organizations require and thrive on new ideas. New ideas generate innovation. Innovation leads to growth and development. If the organization’s objective is to grow then, silos need to be periodically dismantled.
The dismantling process leads to disruption. Disruption leads to uncertainty which in turn leads to diminishment of growth. The disruption phase will soon end as a new unit emerges and adjusts to a new normal. Soon a new silo is formed an equilibrium stage is achieved.
The trick in organization reform and transformation is to balance the need for disruption and innovation and, at the same time, prevent disruption from growing out of hand. The disruption phase requires to be contained.
The requirement for breaking down silos, the need for renewal, and the cost of disruption have to be calculated by the leadership in the organization. Based on this analysis, the call is taken on the extent to which an organization’s psyche will accept reform.
About the author:
I am a content writer specializing in innovation and business transformation. Do take a look at my UPWORK profile in case you are looking for specialist, experience-based content.