Silo Mentality

Silo Mentality

Silo Mentality

 Silo mentality is an attitude which is found in most Nigerian organisations that occur when several departments do not want to share information or knowledge with other stakeholders in the same body. This silo mentality reduces efficiency and can be a contributing factor to the failure in service delivery and hindrance to success in any organisation.

If you do your job well and everyone else does their jobs well, everyone succeeds, right? WRONG! In fact, in any organisation, it is not only important that everyone does what he or she is supposed to do. Everyone also needs to work together. We should recognise that we are all responsible for each other’s work and if there is a problem anywhere in the organisation, everyone fails. We should refuse to allow people to go to their separate corners.

Encourage people to meet regularly to share what they are learning. Have the courage to call out when one part of the organisation is struggling and find a way to fix it together as opposed to pointing the blame finger or relishing in seeing your professional colleague squirm when his department is seen to be wanting. Just days after the Central Bank of Nigeria (CBN), blacklisted some companies and barred commercial banks from further granting them loans, the Bureau of Public Enterprises released the list of companies that won the power distribution bids.

Alas, some of the personalities that won the bids are on CBN’s blacklist. How are they expected to finance capital-intensive power projects without bank loans? We are already doomed to delay and or failure. Nigerian National Petroleum Corporation owned and operated an offshore account with JP Morgan, managed on its behalf by the CBN, without the knowledge of the supervising Ministry of Finance. We have to reframe our leaders perception, so that they move from crisis management to “High Performance Leadership.” This will transform the usual resistance to change, which requires great effort to introduce. What we need is a highly motivated situation that will pull in changes for improvement, without the need for selling ideas to create the “buy in”.

We should focus on “policy outcome” and function as a production line, rather than isolated silos with our exit valves representing“bottlenecks” to efficient service delivery.

 

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