And so he became almost obsessed with figuring out the "silo thing," reading everything he could get his hands on having anything to do with organizational politics. But Jude would not find his answer in any book. It would find him, in a more surprising way than he could ever have imagined. Silos devastate organizations, kill productivity, push good people out the door, and jeopardize the achievement of corporate goals. As with his other books, Lencioni writes Silos, Politics, and Turf Wars as a fictional--but eerily realistic--story.

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Given these business impacts, I wanted to understand who was responsible for driving the silos within the IT organization. Here is a summary of the results: If one thing is clear, CIOs in aggregate do not see themselves as totally blameless. But other causes especially other business leaders account for most the impact. Creating process and organization structures to support modern deployment options helps. He went on to say something important.

They must model partnership and not siloed practices. Silos show a lack of trust? As managers, we can shape incentives plus trust. Technology shares information. This makes you more or less trusting.

David Bray said you may want some as checks and balances, but the big question is how to have organization agility plus checks. David Bray said the worry here is the global exponential change that is challenging people and organizations. He said that systems are no longer isolated and neither are we. Users demand innovative experiences with smart client-side technologies and new modes of interaction leading the charge.

While there is disagreement regarding the causes, the impacts are clear. This is a place for leadership. CIOs are clear that ensuring privacy needs specific things: for the business to be on board and for the design of privacy to be systematic and by design.


Patrick Lencioni




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