Every time I embark on a digital transformation journey, it's like an unwritten law of the universe that I’ll uncover insidious innovation silos that seem to be the secret masters of these organisations.

Finding innovation silos is really not that hard. Removing them though is not so easy. It is the delicate balance of increasing the appetite to innovate for some (usually many) and managing the hunger and expectations of a few who want to innovate at will.

It can be a nightmarish exercise that if not carefully managed, will become an uncontrolled vacuum cleaner hoovering up all the energy, effort and morale from people on both sides of the innovation fence.

What are innovation silos?

An innovation silo is a situation where a team or department within an organisation engages in innovation activities independently from other groups, without proper communication or alignment with the broader company’s goals and strategies.

This often leads to the development of products, services, or processes that may not integrate well with other initiatives across the organisation, potentially resulting in duplicated effort, inefficiencies, or conflicts with other teams' work.

Why are innovation silos so destructive?

Innovation silos can be particularly destructive during digital transformation for many reasons:

1. Misaligned Priorities: Digital transformation requires a cohesive strategy aligned with your organisation's goals. Innovation silos create pockets of activity with different priorities, leading to misaligned efforts that will pull your transformation in conflicting directions.
2. Resource Duplication: Silos often lead to duplicated effort. How many times have we seen multiple teams working in parallel on similar problems without knowledge of each other’s work? Aside from the resource and cost impacts, frustration and competition become the norm.
3. Deficient Communication: Silos impede the flow of information between teams. For digital transformation to succeed, rapid and clear communication is crucial, as it enables quick pivoting and alignment on goals and methods.
4. Integration Issues: When innovation isn't coordinated, integrating different projects into a seamless digital framework becomes challenging. The lack of standardisation can result in incompatible systems and data silos, complicating the digital infrastructure. If a key goal of your digital transformation is to integrate or remove “Shadow IT” tools and functions, innovation silos are the best way to make sure they thrive and grow.
5. Customer Experience Disruption: A unified customer experience is a key objective of digital transformation. Silos will lead to disjointed customer interactions and services, reinforcing a poor customer experience. Why transform if you are not making the customer experience better?
6. Inability to Scale: For digital transformation to be successful, innovations need to be scalable across the organisation. Silos tend to produce solutions that are tailored to specific needs and not designed with the broader organisational context in mind, thus hindering scalability. A failure to scale digital solutions means you will inevitably have to scale another precious resource; people.
7. Resistance to Change: How many times have we seen organisations invest in new solutions only to spend years changing them to look exactly like they were before? Silos foster a culture resistant to change because they form around specialised knowledge or comfort with the status quo. Breaking down these barriers is essential for embracing the broad changes required in digital transformation.
8. Reduced Collaboration: Digital transformation is, at its heart, a creative endeavour led by humans sharing ideas. Silos prevent the cross-pollination of ideas and the innovative sparks that can occur when diverse perspectives converge, leading to lost opportunities to collaborate and create value.
9. Risks to Data Governance and Compliance: Digital transformation requires strict data governance and adherence to compliance standards. Innovation silos can lead to fragmented approaches to data handling, increasing the risk of breaches and non-compliance with regulations.

Innovation silos act as a barrier to the very heart of digital transformation, which is about breaking down barriers, fostering collaboration, and leveraging technology to create a better experience for your customers and your users.

How do you minimize the impact of innovation silos?

Minimising innovation silos requires a multifaceted approach that targets the underlying causes and promotes a culture of collaboration.

Here are key strategies to minimise innovation silos:

1. Leadership and Vision: As leaders, we own this space. Leadership should clearly communicate the vision for digital transformation and how each team contributes to this goal. Leadership must communicate and share the collective vision and create a culture of openness and accountability. All in, one direction.
2. Set Unified Goals: Ensure that all teams are aligned with the organisation’s overall digital transformation objectives. This alignment should be reflected in the goals and KPIs of each department. No handballing to other departments, goals and KPIs are shared.
3. Governance Structures: Establish governance structures that oversee the coordination of innovation efforts to ensure they are in sync with organisational strategy.
4. Promote an Open Culture: Encourage an organisational culture that values transparency, sharing, and collaboration over territorialism. Leadership should model and reward cooperative behaviors. We need to put an end to competition between leaders on digital transformation programs and demonstrate true collaboration.
5. Cross-Functional Teams: Designing teams based on skills is dead. Create teams composed of members from different departments to work together. Encourage a blending of perspectives and expertise and watch new relationships and partnerships flourish.
6. Incentivise Collaboration: How many times do we see the same teams or departments being the recipients of reward and recognition, or alternatively, be positioned as the source of failure or delay? Adjust performance metrics and reward systems to recognise collaborative efforts and outcomes, not just individual or departmental achievements.
7. Shared Platforms and Tools: Many digital transformation programs use platforms that are not used in the wider organisation. This reinforces accountability on-program and a lack of accountability off it. Use enterprise-wide platforms that enhance visibility into projects and facilitate collaboration. This could include project management tools, shared dashboards, and knowledge repositories.
8. Break Down Barriers: Physically rearranging workspaces to encourage interaction and reducing hierarchical barriers can help in breaking down silos. This includes, if you are brave enough, the removal of private offices for management. The first thing I do when joining a new organisation for digital transformation, is to make sure that I am physically located amongst the people I am delivering to and with. In the “pre-hybrid working days”, this included declining to work in “head office” and instead working from a water and sewerage treatment plant. In the new “hybrid” working days, it means getting in the car and being onsite for key interactions regardless of the distance or effort.
9. Integrated Planning: Nobody likes a plan put together in isolation. Involve representatives from various teams in the planning stages of new initiatives to ensure that all facets of the organisation are considered.
10. Customer-Centric Approach: Customer first. Always. Align all innovation efforts around a shared understanding of customer needs and experiences to unify different functions.
11. Avoid Over-Specialisation: While specialisation can be beneficial, ensure that it does not become so narrow as it blinds teams to the broader objectives of the organisation.
12. Manage and communicate dependencies: Regularly educate your teams about how their work impacts and relies on other areas, fostering a sense of interdependency. A particularly useful way to achieve this is to invite people from other teams into your team meetings so they can engage directly.
13. Mobility and Rotation Programs: Encourage and facilitate employee mobility and rotation across different teams to promote a better understanding of various functions within the company. Some of the best people I have worked with joined my team from another area that had little commonality in terms of work experience or skills.

Innovation silos are the invisible walls that divide and conquer our collective potential, creating wasted resources, diluted efforts, and stunted growth. The task at hand is not merely to chip away at these barriers but to dismantle them entirely, forging a new ethos of unity, communication, and shared vision.

I write about digital transformation weekly. My 📥DMs are open for engaging conversations.