How Many Different Ways Can Your Organization Be ‘Silo-ed’? Why You Need to Address Every ‘Silo-ing’
‘Silo’ is so common as an industry buzzword we mostly just take it for granted. The usual sense is ‘functional’ silo or ‘organizational silo’.
I recently heard ‘no man stands alone’ (‘alone’ = ‘silo-ed’) as a common-sense justification for Big-P process. (See http://goo.gl/Cuk3s) That logic is simply flawed. Here are other ways your business can be fundamentally ‘silo-ed’.
And of course, you can stand alone (silo-ed) in your business rules.
Any one of these ‘silo-ings’ can be worse than ‘functional’ or ‘organizational’ ones. My bias, of course, is toward language (nothing gets done effectively in a Tower of Babel) and strategy (if you’re storming the beaches, you’d better hope the generals already got it together strategy-wise).
But that’s not the point. If an approach doesn’t evenly addresses all the ‘silo-ings’, it’s trouble. As we say in our new book (http://www.brsolutions.com/b_building_business_solutions.php) you need a well-factored approach. (And of course, John Zachman has been saying that for 25+ years.) The Big-P process view steers you in a harmfully simplistic direction … and probably right into the waiting arms of some eager consultancy or services provider.
- You can stand alone (silo-ed) in your strategy – goals not aligned, tactics not aligned, policies not aligned.
- You can stand alone (silo-ed) in your timing – events, intervals and schedules not coordinated.
- You can stand alone (silo-ed) in your logistics – locations isolated, connections and transport linkages not optimized.
- You can stand alone (silo-ed) in your language – different vocabularies and meanings, producing semantic silos (a.k.a. a Tower of Babel).
Tags: business processes, factoring, functional silo, organizational silo, semantic silos, silo, Tower of Babel
Ronald G. Ross
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.