ABSTRACT
People who work in large organizations often lament the decentralized structures that defi ne their work functions and day-to-day activities. Finance, IT, supply chain, legal, and any number of other organizational functions exhibit cultures that are distinctive in their work practices, processes, and perspectives. Colloquially referred to as silos, these internal organizational units are often characterized as impenetrable, and are frequently the subject of fi nger pointing and blame. They seem to stand in opposition to each other; the people within them seem to be optimizing for their own individual area rather than for the wellbeing of the wider corporate whole.
