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Recently, I was talking with a major corporation lamenting that they were implementing all types of programs to grow their business, yet were having dismal results. While they were aware that its units were operating as silos, they felt they were taking steps to improve that situation.
Training was the focus that would turnaround the company’s mindset. Marketing had created a series of multi-media presentations on all their products and were put online so each employee could view them at their convenience. Compliance, following in their steps, purchased a webinar series for different segments of the firm to ensure everyone understood the issues in their highly volatile environments. Training was at the forefront of the company’s mission and vision for the organization.
So why wasn’t it working? Nothing was really changing and no one knew why. We decided to investigate and decided that we needed to get input from all levels in the organization, especially those on the front lines.
It was decided that a series of informal meetings would be held, with the goals of determining what was limiting the company from growing. They were set up outside the office as breakfast meetings, with representatives from the various departments. A very likable, approachable and respected member of the senior staff was coordinating the meeting, and started the meeting with “we need your help, your insight and your suggestions on any and all topics that may be an impediment to our growth.”
When the issue of not understanding the full range of products and services arose, the marketing department asked why their multi-media presentations were not helping. The answer—about 75% of the audience stated that their computers did not have sound, so no one could listen to any training created or any webinars offered outside the firm. After investigating it was found that over 80% of the company’s computers did not have sound cards.
This was only one of many issues that were brought up at the meeting that showed that programs were not coordinated, departments were not working together and feedback was not part of any program.
Many companies have lost, or may not have developed, the ability to look at the entire organization as a comprehensive whole. The focus over the years has been to segment—to look at each function of the organization as a separate entity. The end result is a company consisting of silos---all with their own goals, processes and even cultures.
The amount of resources that are squandered by not synchronizing operations is extraordinary. The Standish Group does a report called the Chaos Chronicles which is based on 8,380 projects with 365 respondents. In that report it was stated that only 34% of projects are successfully completed, 51% were challenged (failed to meet schedule, budget or target scope) and 15% totally abandoned.
How well does your company synchronize operations? And what could your company achieve if you synchronized all functions more effectively? Think about what that would mean to your bottom line.
Diane Weklar is the president of The Weklar Consulting Group. She is an expert in synchronizing marketing and business operations to accelerate company growth. For more information, contact Diane@Weklar.com.
