🛑 Tear down the "silo" wall in a big organization.

🛑 Tear down the "silo" wall in a big organization.

"When Leaders See Different But Let Working People Take Karma?"

Imagine a situation that many people in large organizations are familiar with.

"Business is speeding up the release of the new feature at the launch deadline, Engineering is speeding up the code against time, while the Security team warns that the system is vulnerable, and Finance sends an email saying that the Cloud value is over budget."

In the end, who has to decide?

In fact, this question is often not answered in the executive conference room, but thrown at the operations team, which has to work in a state where "the accelerator and the brake are stepped at the same time," so many employees do not use their power to create value for the product, but spend their time speculating about who exactly is the real decision-maker.

This problem is not trivial in enterprise-level enterprises, but it is one of the "latent costs" that destroy the competitiveness speed of enterprises themselves.

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Inter-agency conflicts are not a problem, but "ambiguity" is toxic.

In large organizations, a mismatch between departments is not a mistake, but the result of a structure intended to be designed to create a power grip.

* The Business Division has revenue pressures and speed to market.

* The Engineering Division must be responsible for the quality of the system and the delivery of technology.

* Security parties must protect the organization from risk.

* And Finance must control costs.

These motivations are different by nature, and in organizations with good governance systems, the tension between these roles is considered a normal mechanism of risk management.

The problem begins when these differences of opinion are not managed to finish at the leadership level, but are left to trickle down to the operations team, forcing employees to become a battlefield of self-contradictory KPIs.

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When the leaders have not agreed, the front man is the one paying the price.

The impact of this kind of situation doesn't stop with project delays, it creates psychological costs that many organizations don't see.

The first is "decision paralysis," when teams have to take conflicting orders from many parties, they often go into self-defense, do not dare to make decisions, do not dare to try new things, knowing that any decision can be reversed at any time.

The second is "losing talent." Top-level workers do not burn out because technology is too difficult, but burn out because they waste their time in internal corporate politics. When talent begins to feel that their own energy is spent on structural problem-solving rather than innovation, they often choose to move into a more defined organization.

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The breakdown of silos begins from the "Executive Alignment."

A cross-functional organization does not mean that all leaders think the same, but that opinions are handled at the leadership level before the direction is conveyed to the team.

The first thing that needs to happen is to bravely debate in the executive conference room. Constructive conflict is common, but what shouldn't happen is to smile at each other in the conference room, and then go back and tell the team to work in conflict behind the room.

The second thing is to have an enterprise-level common goal. If each department takes its own KPI as the center, the organization will gradually break into competing sub-empires with each other, the top leaders must therefore set a common goal that all parties must jointly assume responsibility for.

And finally, a shift in thinking from interagency to decision-making based on the best interests of the organization.

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Clarity is the most merciful of leaders.

For people working in large organizations, real fatigue comes not from the difficulty of the job, but from working in an environment where even the management itself has not agreed.

The leader's most important role is therefore not to control the job description, but to act as a bumper, take the clashing force from upper-level conflicts, and turn it into a clear direction for the team.

When the leader performs this role well, the team will be able to use all their power to create value for the customer, rather than waste their power to guess the direction of the organization.

Because in the end, what organizations want from leaders is not to make everyone see the same, but to make everyone know that we are going the same way.

"Ambiguity exhausts working people, but clarity keeps the organization going."

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