An award-winning columnist and journalist describes how businesses that structure their teams into functional departments, or "silos," actually hinder work, cripple innovation, restrict thinking and force normally smart people to ignore risks and opportunities. --

Drive more value from all your marketing and communications channels--together! Demolish your silos and sync all your messaging, strategies, and tactics (really!). Optimize every medium and platform, from iPad and Facebook to TV and direct. This book is a must-read for every senior marketing, communications, and PR decision-maker. It’s not about social media. Or new (or old) media. It’s about results—and there’s only one way to get results. You must finally bite the bullet, tear down your silos, and integrate all your marketing and communications. That’s how you choose the best platforms and messages for each customer. That’s how you make research and metrics work. That’s how you overcome today’s insane levels of complexity and clutter. You’re thinking: Oh, that’s all I need to do? “Just” integrate my whole organization? Are you nuts? No. We’re not. It can be done. This book’s authors have done it. They’ve shown others how to do it. And now they’re going to show you. Step by step. Strategy. Tactics. Research. Metrics. Culture. Social. Mobile. Direct. Broadcast. Print. All of it. With you, the marketing/communications decision-maker, right at the center...right where you belong! Even now, organizational silos prevent most companies from conversing coherently with customers, delivering the right targeted messages, and building real synergies across all their marketing and communications programs. Now, Gini Dietrich and Geoff Livingston show how to finally break down those silos, bridging traditional and newer disciplines to drive more value from all of them. You’ll learn how to create a flexible marketing hub with integrated spokes including sales, PR, advertising, customer service, HR, social media, and the executive team. Then, you’ll learn how to use your hub to speak cohesively with each customer through the tools and platforms that deliver the best results at the lowest cost. Dietrich and Livingston guide you through hands-on strategic planning, illustrating key points with real case studies and offering practical exercises for applying their principles. You’ll learn how to perform baseline analyses of media from iPad apps to radio, optimize resource allocation, change culture to overcome siloed behavior, use measurement to clear away obstacles, and gain more value from every marketing investment you make. Pull it all together--finally! How to successfully integrate your tactics, tools, messages, and teams Better goals, better results: beyond “SMART” to “SMARTER” Specific, measurable, attainable, relevant, time-bound, evaluate, and reevaluate Better listening: stakeholders, customers, and research that works How to make sure you hear what really matters Four powerful ways to market in the round When to go direct, come from above, use the groundswell, or execute flanking maneuvers

A Washington Post Bestseller Not all collaboration is smart. Make sure you do it right. Professional service firms face a serious challenge. Their clients increasingly need them to solve complex problems—everything from regulatory compliance to cybersecurity, the kinds of problems that only teams of multidisciplinary experts can tackle. Yet most firms have carved up their highly specialized, professional experts into narrowly defined practice areas, and collaborating across these silos is often messy, risky, and expensive. Unless you know why you’re collaborating and how to do it effectively, it may not be smart at all. That’s especially true for partners who have built their reputations and client rosters independently, not by working with peers. In Smart Collaboration, Heidi K. Gardner shows that firms earn higher margins, inspire greater client loyalty, attract and retain the best talent, and gain a competitive edge when specialists collaborate across functional boundaries. Gardner, a former McKinsey consultant and Harvard Business School professor now lecturing at Harvard Law School, has spent over a decade conducting in-depth studies of numerous global professional service firms. Her research with clients and the empirical results of her studies demonstrate clearly and convincingly that collaboration pays, for both professionals and their firms. But Gardner also offers powerful prescriptions for how leaders can foster collaboration, move to higher-margin work, increase client satisfaction, improve lateral hiring, decrease enterprise risk, engage workers to contribute their utmost, break down silos, and boost their bottom line. With case studies and real-world insights, Smart Collaboration delivers an authoritative case for the value of collaboration to today’s professionals, their firms, and their clients and shows you exactly how to achieve it.

Famous "Work-Out" change-management tool explained by the people who helped develop it. GE's legendary Work-Out program played a key role in the company's phenomenal success over the past decade and has been implemented in many other organizations. Now three executives and consultants who developed the original Work-Out approach at GEoften working directly with CEO Jack Welchdiscuss the inner workings of Work-Out and their experiences at successfully implementing the program at GE. Filled with effective assessment and decisionmaking tools, The GE Work-Out provides concrete and realistic guidance for anyone who wants to implement Work-Out and break down bureaucracy and hierarchy within an organization.

Practical and hands-on strategies for breaking down silos and minimizing workplace politics In yet another page-turner, New York Times best-selling author and acclaimed management expert Patrick Lencioni addresses the costly and maddening issue of silos: the barriers that create organizational politics. 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 familiar—story. The story is about Jude Cousins, an eager young management consultant struggling to launch his practice by solving one of the more universal and frustrating problems faced by his clients. Through trial and error, he develops a simple yet ground-breaking approach for helping them transform confusion and infighting into clarity and alignment. In the book, you’ll find: Ways to recognize the devastating–and destructive–power of silos How to create an overarching thematic goal or rallying cry for your organization Strategies for employees to avoid the confusion that often accompanies working in matrix organizations Perfect for executives, managers, and other business leaders, Silos, Politics, and Turf Wars will also earn a place in the libraries of consultants and other professionals who serve organizations of all sizes.

SILOS IN BUSINESS ARE NOT BAD--STOP BREAKING SILOS DOWN! Over the years, I've witnessed organization after organization struggle to improve its operational excellence. Most fail! Companies that fail to bridge the gap between strategy and execution are seriously suffering. One thing often resides at the heart of the problem -- silos in an organization. Throughout my career, I've examined the shortsightedness, or myopia, that can develop because of silos and discovered ways to overcome it. Silos exist in every organization larger than a small business startup. They must exist for an organization to operate. - We want silos! - We need silos! - We naturally form silos! So why are we taught that silos are bad? Because of the myopia, that can affect any organization in which silos are not managed properly. There are nine root causes that occur within silos that, without identification and management, can cause any organization to become myopic. Shortsighted organizations--those that fail to see the big picture or fail to have a strategic long-term vision -- suffer from Organizational Myopia (OM). An organization suffering from OM is less effective or efficient at fulfilling its mission, or is simply unable to do so at all. All organizations are naturally susceptible to OM. Most suffer from it. Unfortunately, the normal quick-fix methodologies employed by leaders and managers to deal OM -- restructuring or tearing down silos -- are almost always ineffective and only short-term solutions. So, how do we solve OM? Any leader can take actions to solve the negative effects of OM. The nine root causes must be identified and managed through a consistent and systematic application of a full-spectrum of strategic and organizational improvement methods. OM can be overcome, and silos can be good! From a technical and teaching perspective, this book provides you with the tools to break through silos and improve any organization facing OM-related issues. As a guide, reference, and roadmap, this book is designed to provide you with strategic and organizational methods that you can apply, like a surgeon, to identify and eradicate specific OM issues within your organization. This book is based on 30 years of business improvement experience. It is already proven through several executive, business consultant, and educator pre-reviews. Written for Presidents, CEOs, Executives, and Business Leaders, this book is something everyone should have dogeared and tape-flagged on their bookshelf! However, anyone in the business world, concerned about improving operations, should own a copy. John Knotts is a strategic business advisor with 30 years of experience in military, non-profit, and commercial leadership and consulting. He has an extensive background in strategy, change, process, leadership, management, human capital, training and education, innovation, design, and communication. John believes strongly in a holistic and no-nonsense approach to establishing operational excellence. Overcoming Organizational Myopia is John's initial work, highlighting the many areas of expertise where he has worked to break through siloed organizations. This book forms a platform for several future business titles related to many of the nine areas addressed.

Equity, diversity, and inclusion (EDI) goals have traditionally been seen as either an effort to be managed by the administration, or as something a faculty member could choose--or not--to focus on. In the twenty-first century, EDI goals are increasingly front and center across disciplines as educators prepare students for success in a diverse world. It is in this milieu, that this book was written. Each chapter in this book is designed for use by instructors and administrators in higher education who believe that the goals of EDI should be integrated into the classroom experience. The chapters are grouped around five central themes that challenge the structure of a traditional classroom in order to promote goals related to EDI: faculty collaboration, creative approaches to faculty and student resistance to EDI goals, institution-wide initiatives, community engagement, and the use of first-person autobiography and storytelling in the classroom.

During the next ten years, colleges of agriculture will be challenged to transform their role in higher education and their relationship to the evolving global food and agricultural enterprise. If successful, agriculture colleges will emerge as an important venue for scholars and stakeholders to address some of the most complex and urgent problems facing society. Such a transformation could reestablish and sustain the historical position of the college of agriculture as a cornerstone institution in academe, but for that to occur, a rapid and concerted effort by our higher education system is needed to shape their academic focus around the reality of issues that define the world's systems of food and agriculture and to refashion the way in which they foster knowledge of those complex systems in their students. Although there is no single approach to transforming agricultural education, a commitment to change is imperative.

"e;A true culture transformation should outlast the management that initiated it."e; In his latest book, Phil Geldart, CEO of Eagle's Flight, discusses:How and where to startMeasuring the impactThe role of leadershipHow to change behaviorThe importance of convictionWho should do whatThe role of HRand substantially more...The book also includes an action planning workbook with the 30 most crucial questions to address in order to ensure success.