The strategy siloes trap

❌ This trap is when intentions – good or otherwise – result in disconnected, diluted effort as opposed to effort that is linked and learning. This can happen if you have a bunch of strategic initiatives that don’t speak to each other. They represent a collection of standalone, unrelated effort, preventing the advantage that comes from integrated work. That disconnected strategy – all siloed action – can’t build momentum in a shared direction. The result? At best, any value is diluted.

✅ The contrast is a strategy that is linked and learning. Linked is because the craft of strategy is a set of practices and processes that determine how you will use your finite capabilities, capacities and other resources to ‘win’. This means every initiative/priority is heading in the same direction. Effort works together. Effort is linked. Learning is generally more challenging but equally essential. A strategy is a theory of impact that is yet to be tested. It’s not guaranteed success. Our efforts exist within a market we don’t control. That makes feedback, active reflection and live learning, iterating, refining and adjusting critical. You don’t wait 12 months to review progress only to find your strategy was miscalculated.

💡To avoid the siloes trap, look at how much cumulative value is possible via your strategy, versus siloed efforts that won’t or can’t ‘add up’. Cut lower priority initiatives and one-off efforts to bolster others. If your priorities aren’t clear, go back to the problem you’re solving and your vision or aspiration. They are your primary guides. Once you have a set of linked initiatives, take time to consider how you will gain feedback from across your organisation and the process you will follow to consider if, and when, feedback prompts adjustments to your strategy.