Great article, Andrei. Siloed thinking is risky, and I see it firsthand as a category manager in retail. I manage several categories, and if I focus on just one, I get only part of the picture. The real story comes out when I look at all of them together—the connections and the patterns that appear in the spaces between. Problems rarely stay in just one area. Honestly, this is what the EU needs: an organization that looks at the gaps between silos, not just the silos themselves. Thanks for sharing.
Great article, Andrei. Siloed thinking is risky, and I see it firsthand as a category manager in retail. I manage several categories, and if I focus on just one, I get only part of the picture. The real story comes out when I look at all of them together—the connections and the patterns that appear in the spaces between. Problems rarely stay in just one area. Honestly, this is what the EU needs: an organization that looks at the gaps between silos, not just the silos themselves. Thanks for sharing.
Thank you, Quy Ma. Indeed, your example of category management is easy to understand and to remember.
I appreciate your time reading and thinking about this topic.
Silos were always organization’s default operating model that is understandable but not too efficient or compatible with technology transformation.