「釋義」

組織各部門(mén)之間相互不信賴，因此產(chǎn)生孤島。各部門(mén)各行其是，成為跨部門(mén)協(xié)作的障礙。

大多數(shù)高管都認(rèn)可打破孤島。打破孤島的方式之一是，重新設(shè)計(jì)正式的組織構(gòu)架，但這種方式有局限性。

企業(yè)可以通過(guò)培訓(xùn)，讓員工對(duì)機(jī)構(gòu)的專(zhuān)業(yè)知識(shí)庫(kù)有所了解，并建立聯(lián)系，和想法不同的同事更好地合作。打破孤島實(shí)現(xiàn)高效跨部門(mén)運(yùn)營(yíng)的核心是“了解對(duì)方并共情”。

「應(yīng)用場(chǎng)景」

大多數(shù)高管都認(rèn)可打破孤島，幫助員工跨部門(mén)合作的重要性，但太難實(shí)現(xiàn)，這也情有可原，因?yàn)檫@件事的確難如登天。先從你的職場(chǎng)關(guān)系說(shuō)起吧：想想你的上下級(jí)，然后考慮一下其他部門(mén)、分公司、異地和你工作有交集的人。日常工作中，誰(shuí)是你的優(yōu)先級(jí)？

Though most executives recognize the importance of breaking down silos to help people collaborate across boundaries, they struggle to make it happen. That’s understandable: It is devilishly difficult. Think about your own relationships at work—the people you report to and those who report to you, for starters. Now consider the people in other functions, units, or geographies whose work touches yours in some way. Which relationships get prioritized in your day-to-day job?

我們向全球多家公司的管理者、工程師、銷(xiāo)售人員以及咨詢顧問(wèn)提出了這個(gè)問(wèn)題，答案幾乎不謀而合：垂直關(guān)系。

We’ve posed that question to managers, engineers, salespeople, and consultants in companies around the world. The response we get is almost always the same: vertical relationships.

但當(dāng)我們問(wèn)道，“哪些關(guān)系最能夠?yàn)轭櫩蛣?chuàng)造價(jià)值？”答案恰恰相反。如今，企業(yè)多數(shù)創(chuàng)新和業(yè)務(wù)發(fā)展機(jī)會(huì)都來(lái)自不同部門(mén)、分支或機(jī)構(gòu)間的交流聯(lián)絡(luò)。簡(jiǎn)言之，需要水平協(xié)作提供的整合解決方案。

But when we ask, “Which relationships are most important for creating value for customers?” the answers flip. Today the vast majority of innovation and business-development opportunities lie in the interfaces between functions, offices, or organizations. In short, the integrated solutions that most customers want—but companies wrestle with developing—require horizontal collaboration.

《打破孤島暢通合作》

蒂齊亞納·卡夏羅、艾米·埃德蒙森、江素金

2019年6月刊

“Cross-Silo Leadership”

by Tiziana Casciaro , Amy C. Edmondson and Sujin Jang

編輯：馬冰侖?