The dominant narrative often frames ‘silos’ as inherently bad; and leaders will frequently declare, “We need to break down the silos.” But credible research tells a more nuanced story: silos can actually strengthen an organisation’s culture. The real problem isn’t that silos exist, it’s that leaders often fail to manage the space between them. So before you go flattening your organisation in the name of collaboration, let’s pause and unpack this further.
LEARN something.
For years, the word ‘silos’ has been shorthand for disconnect and a lack of collaboration. But counter to the popular narrative, there’s also a strong body of organisational and psychological research, dating back as far as 1970s, in the fields of Social Identity Theory, Boundary Theory, and Systems Thinking, showing that silos also serve an important functions, especially in large organisations. Research shows that humans perform better when they identify with a defined close-knit group. Silos, in this sense, create belonging and shared values. They also allow teams to specialise, deepen expertise, and form a strong sense of identity. Different departments naturally develop their own rhythms and cultures. You wouldn’t expect IT, Marketing and Sales to operate with the same mindset; and why should they? Those differences are healthy and good for productivity. In my own experience in the military, distinct branches and units have always carried unique cultures and strong social identities, deeply rooted in decades of history, rituals, and battle honours. Yet they functioned exceptionally well together when working towards a common goal.
The answer isn’t always to tear silos down, but to manage the space between them. When leaders misdiagnose the problem and try to dismantle silos without appreciating the value within them, they risk destroying the very cohesion that drives performance. Effective leaders build connections and smart interfaces between different silos and departments. Because it’s at those interfaces that communication and collaboration often break down. You don’t need to invade other people’s silos, force everyone to collaborate, or make them work to the same culture and rhythm. Instead, let the teams do what they do best, while ensuring leaders keep them connected in a way that the sum is greater than the parts. That’s the job of leadership – not to defend their own path, but to connect it to the whole.
REFLECT on an idea.
“Good fences make good neighbours.” (Robert Frost)
In his 1914 poem Mending Wall, Frost wasn’t writing about workplaces but about two neighbors: one insisting on keeping the fence between them, the other insisting on tearing it down. It captures the paradox that boundaries are there to create both separate and healthy connect. It reminds us that separation is not inherently bad, and boundaries are not always barriers. They are vital interfaces that require ongoing nurturing and, at times, mending.
SMILE a little.
We finally got rid of silos at work.
But now I’m trapped in 22 different Teams channels… and sitting on 97 unread messages 🙄
DO IT to get results.
One of the most common reasons the interface between departments or teams breaks down is the lack of clear ownership of the interface. Most organisations are good at defining team and individual roles and responsibilities but forget the space in between that no one owns: the “no man’s land.”
So next time two departments aren’t talking to each other, don’t rush to break down the silos. Instead, assign a leader as an interface owner. Their job is to manage and nurture the connection by tracking shared deliverables, facilitating syncs, and escalating or spotlighting issues early. They act as the guardian of the no man’s land, ensuring accountability stays intact. Make this role visible, valued, and supported by giving them the time and mandate to do it well. It’s a simple fix (most good solutions are), as it directly addresses the root cause by managing the space between the silos.
How we can support you and your team.
We provide strategic leadership solutions tailored to align with your business strategy, size, and budget. We can support your with:
- 1:1 Leadership and Performance Coaching
- Team Coaching, for high performing teams
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- Workshops, offsites and team development.
- Or our flagship individual Leadership Coaching Programs.
Kia pai tō wiki
Kenny Bhosale
CEO & Founder, The Bridge Leaders
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