Prior to sending it down to the teams, there must be widespread executive buy-in and a deep awareness of the company's long-term goals, department objectives, and major activities.

It is critical that the organization's leadership team agree on a single and cohesive vision. For many businesses, this means that not only must all employees row in the same direction, but the executive teams must also be actively involved in guiding the boat. They waste resources, reduce productivity, and threaten goal attainment.' He continues by advising leaders to break through barriers by pushing past behavioural concerns and addressing the contextual issues at the heart of the organisation. 'Silos - and the turf conflicts they enable - damage organisations,' writes Patrick Lencioni in his book Silos, Politics, and Turf Wars. Here are five suggestions for promoting a unified front. It is the leadership team's obligation to realise this and rise to the challenge of developing effective, long-term solutions that are scalable, actionable, and realistic. When employees recognise problems but are unable to address them, they feel frustrated with their department and the organisation as a whole. These assumptions will actually harm the organisation in the long run by causing animosity and skepticism among the teams. Unfortunately, while the silo mentality may be the source of these behaviours, it is not the root reason. Many executives may dismiss department inefficiencies and a lack of cross-functional solutions with immature personnel, a lack of fundamental training, or just the inability of some employees to get along with one another when looking at their business. When we dig deeper into the fundamental causes of these problems, we discover that silos are frequently the product of a conflicted leadership team. The silo mentality does not emerge by chance, and most organisations suffer with interdepartmental turf fights.

Define silo for business