A cultural technique used in Datasite's transformation: replacing separate sales, marketing, service, product, and finance silos — each historically optimizing for its own success — with a shared "win together" culture where cross-functional wins are the unit of success, not functional-department wins.
The distinguishing move is that leaders modeled the collaboration first, rather than mandating it top-down. Sales leadership (Doug) and product/tech leadership (Thomas) deliberately worked and were seen working together before asking their respective organizations to do the same — a leadership-modeling parallel to Trust-Building via Visible Learning. Teams were also deliberately mixed to solve problems jointly (echoing the Extended Trio (Commercial Stakeholders in Product Trios)) instead of the old pattern of one function finishing its piece and handing off to the next.
This silo-breaking wasn't free — it required spending down and rebuilding trust, including surviving visible failures, which is the mechanism captured in Culture Bank (Trust Reserve for Crises).
Apply: when breaking down organizational silos, have the leaders of previously-adversarial functions visibly collaborate first, and deliberately mix teams on shared problems rather than relying on sequential handoffs.
Из тем: Transformation in Practice