![]() In reality, the emphasis should be on product goals, like increasing retention by 10 percent or establishing an acquisition pipeline that generates 10 thousand new users a month. For example, some companies would measure the performance of product managers based on the number of features they launched, PRD, user stories they wrote, and successful sprints that ran. Some companies offer rewards and incentives that focus on individual output, rather than overall organizational or product goals. More complicated organizational structures require much more effective management. Having departments work alone causes slowness and difficulties down the line and can seriously inhibit the development of your product. Often, this impacts the teams directly related to the product, such as the product marketing and design teams, who rely on information coming in from other departments. Some companies have a very complex structure that makes the product team move slowly because there are less synergies between the various roles. Flawed organizational structure/hierarchy This is one of the most common causes of organizational silos, but you can prevent this from occurring by creating an environment where individuals believe in the company and the work they contribute. When employees lack a sense of purpose they begin to view their work only as a way to keep their position, instead of wanting to actively make an impact on the organization. They often result from:Ĭompanies without a shared vision or clear value proposition can turn their employees into working machines. Silos can happen within companies of any size and type. What causes silos?īefore jumping into solutions, let’s first understand the major drivers of departmental silos. This can prevent the product team from understanding the overall strategic direction of the product, leading to confusion regarding next steps.Įach of these miscommunications slows down the whole company. For instance, siloes between the product team and the product marketing team can negatively hinder the two teams from building and executing the product’s go-to-market strategy.Īnother example would be a silo between the product team and the leadership. These silos usually break the flow of collaborations and inhibit the transmission of information.Ī siloed environment slows down a product team. Silos are the obstacles and barriers that occur between the different teams within a company. Workshops for cross-functional collaboration.Flawed organizational structure/hierarchy.In this article, you will learn what silos are, how they are caused, and strategies for breaking them. Ultimately, this slows down the pace of development and quality of your product. As barriers appear, creativity suffers and a fragmented work environment forms. ![]() ![]() In order to do this, your organization needs to prioritize a culture that encourages collaboration and breaks down the boundaries between teams.ĭepartmental silos often inhibit collaboration, which leads to challenges for product managers who count on input from multiple teams to ensure the success of their product. Instead, they rely on efficient cross-functional collaboration to make it through the development process and grow into a mature product. Success products aren’t built by one person or even by one team. Working in silos: Meaning and strategies for cross-functional collaboration I write essays that help you get smarter at your product management game. Shehab Beram Follow A purpose-driven technologist, product manager, and consultant. ![]()
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