Break down the silo’s to create an inclusive team
It’s time to break down the silo’s and create an inclusive team. One of the biggest problems in big corporations today is the disconnect between different departments and even teams. The impact of this disconnect includes a demotivated and disengaged workforce. By far the biggest impact, however, is the unnecessary costs as a result of this breakdown in communication.
The true cost of silo’s
There are many costs as a result of silos in an organization. Some obvious, some not so obvious. Among these are:
- errors introduced by different teams working on on the same part, one unintentionally introducing a change that negatively impacts the other without them realizing.
- a product going through the entire development lifecycle only to discover an error or misinterpretation of the intention of the requirements at the last minute, or in production, exponentially increasing the cost each day it is in development.
- people assuming another team will handle an aspect of the product, but no-one does so it falls through the cracks.
- two teams developing similar products or buying similar tools because they didn’t know another team was working on something similar, duplicating effort and inventory and cost.
- duplicating reports as there are different needs between the team that uses the information and the manager who wants to comply with legal requirements.
- teams effort overlapping without handovers between them.
- tools and software licenses not being used as it doesn’t solve the problem within the team but it was a centralized decision.
- one team or department developing part of the solution based on their understanding while another part of the solution is developed by a different team based on their, different, understanding. Ultimately, resulting in a total rework required.
- reputational costs of unhappy customers searching for alternatives and telling their network of their bad experience.
- unhappy employees not believing in their management team as a result of all the chaos resulting in the loss of trust with employees doing as little as possible and refraining from raising red flags when they are spotted.
The list goes on with a rough estimate of 80% or more of all waste in an organization being as a result of some form of miscommunication.
Breaking Down The Silo’s
We’re all too familiar with these issues and more, and the solution always tends to be the same. More resources or more management. Both, however, increasing the issues and complexity in communication rather than resolving it.
So how do you break down the silos?
There are many ways to skin a cat, but here are 5 of the most practical and immediate value-add items I’ve come across:
1. Give everyone a voice
The most important of all, and also the hardest to achieve, is giving each and every person a voice.
In Lean Manufacturing all employees working on the production line has the power to stop the entire line if they observe an error. The motivation is that it’s less costly to stop production to resolve one error than have to resolve hundreds or thousands of recalls later on. The later an error is discovered and resolved, the more negatively the production costs and customer satisfaction is impacted.
With knowledge workers, it looks a little different. It means taking each person that speaks up in a meeting or report something serious, believing they have the best intention of the company at heart. More importantly, it means investigating and taking corrective and preventative action as soon as possible, immediately if feasible.
A game-storming technique called Speedboat is another way to allow each team member to voice their concerns in a safe environment by collaboratively posting issues holding them back from reaching their goal.
2. Make teams smaller
The more people in a team, the more possible links connecting people. Which in turn means more possibility for introducing communication issues. If there are 5 people in a team, the possible connections are 10. For 6 people it increases to 15. For10 there is a staggering 45 possible connections. This is why Jeff Bezos, CEO of Amazon, suggests team and meeting sizes of no larger than what can be fed on two pizzas.
The larger the team the harder communication gets, and the easier it becomes for bad apples to hide, looking ‘busy’ but not adding any value to the team. When a team is small, there is no hiding and each person needs to pull their weight or risk being called out.
Read more about why teams should be small here.
3. Diversify teams
Diversification doesn’t have anything to with your skin color or your heritage or your age. Diversity is about the team’s ability to think and act outside their ingrained habits. This might be because an Asian working in a Western group brings a different perspective to the team, but it might also be because there are different skill sets within the same team.
Rather than organizing teams based on function, try creating cross-functional teams where skills from all areas within the value chain are represented in the team.
Read more about why teams should be cross-functional here.
4. Cross-train skills
Most of the costs listed above are because teams are competing with each other rather than collaborating. They lack empathy with the other teams and often don’t worry about any impact not directly affecting them.
However, if they understood the other teams’ objectives and reasoning behind their decisions, chances are that they will have more empathy as to how their changes will impact other teams.
Get team members periodically shadowing or joining other teams. Spend a day observing what the other is doing with the objective of identifying possible improvement areas. Then report back to both teams. This exercise will increase empathy and increase cross-training between different people and teams. This, in turn, decreases the dependency on a single resource to do a job. All while improvements are being identified which might improve productivity.
5. Visualize the entire value chain
It’s hard to see the forest for the trees. When a team is so involved in the details of their specific part of the system or organization, it is easy to forget the impact on other downstream teams.
By visualizing the entire value chain in such a way that is easy to understand it makes it easy to understand the impact on other teams. It also helps manage risk and identify bottlenecks.
You are as weak as your weakest link. You are only improving productivity if you’re improving the entire flow of the system. By visualizing the entire value chain it reminds people of the importance of the whole system.
An inclusive team is a team that collaborates. Also, an inclusive team that collaborates is a happy team. A happy inclusive team is a productive team.
To create a more inclusive team, give everyone a voice, make teams small, diversify and focus on the whole system. If you are looking for someone to help build a more inclusive workforce, visit www.funficient.com and book your session.