A colleague asked me if I know anything about silos. It is an innocent question, but it did slightly throw me. We talk a great deal about silos in our organisation and the query made me wonder if I was missing anything. Then yesterday I explained the concept to a new colleague, which helped put my thoughts in order.  

Most people know what a silo is - it is a large cylindrical structure used most often to store grain. However, in my world it takes on a new meaning (but keep that first image in your head).

Silos refer to the structures within organisations which we create to differentiate and simplify tasks, jobs, work and understanding. They are found in 99.9 per cent of organisations and, from what I can tell, seem very natural.

Silos are natural because they are the combined result of regular actions and our need to create boundaries and compartmentalise. Children need rules while adults need tasks and lists. We make sense of our world by naming things and giving them a role or function.

So is there an issue with silos? They provide a necessary function. They give us structure where we previously had none. They provide order, security, and a framework for understanding. These are all things we need.

The problem is that we are also creatures of habit. As a result we expect these silos to stay the same. We let them entrench themselves and as they often grow stronger with time, they reach a point where they are incredibly difficult to change. What is more, people do not want them to change or be any different.

When they become so entrenched, you begin to have real problems - systems are allowed to become antiquated and inefficient. It is like wading through treacle to do anything new or innovative.

Leaders need to see, understand and recognise where and how silos are useful. In the early stages silos help people find purpose, meaning and structure. They create boundaries and divisions that prevent people from doubling up on effort. If a silo remains flexible, then it may serve a purpose for a very long time. But crucially, leaders also need to be able to realise when a silo becomes rigid and is a barrier to stop positive change taking place. Then a silo needs to be broken down or changed.

I have to admit I do not have a degree in silo thinking, but I have done a fair share of changing them, trying to connect them and yes, even trying to build them to see where they are useful. What do you think about silos? Have you had any experience with a silo which has prevented growth? Have you ever had to change a silo? Do you have any systems within your organisation to help you realise when a silo needs to be overhauled?

Written by Ethan Ohs, Frontrunner Director