What is *The Silo Effect* by Gillian Tett about?

*The Silo Effect* examines how organizational and mental silos—rigid divisions between teams or disciplines—hinder innovation and risk management. Gillian Tett, an anthropologist and journalist, uses case studies like Sony’s decline and the 2008 financial crisis to show how silos lead to tunnel vision. She argues for breaking down barriers to foster collaboration and adaptability.

Who should read *The Silo Effect*?

Executives, managers, and professionals in sectors like finance, healthcare, or tech will benefit from Tett’s insights. It’s also valuable for readers interested in organizational psychology, anthropology, or systemic risk. The book offers practical strategies for anyone seeking to combat inefficiencies caused by fragmented teams.

Is *The Silo Effect* worth reading?

Yes. Praised by *The Wall Street Journal* and *Financial Times*, the book combines rigorous research with engaging storytelling. Tett’s anthropological lens provides a fresh perspective on universal business challenges, making it essential for understanding modern organizational pitfalls.

What are the main concepts in *The Silo Effect*?

Key ideas include: - **Silo mentality**: Over-specialization that blinds teams to risks. - **Interdisciplinary collaboration**: Leveraging diverse perspectives to solve problems. - **Anthropological analysis**: Using cultural observation to diagnose organizational issues. Case studies like the Cleveland Clinic’s restructuring illustrate these concepts.

How does *The Silo Effect* apply to businesses today?

Tett shows how silos persist in remote work, AI adoption, and corporate mergers. For example, she details how the Federal Reserve’s fragmented structure delayed its response to the 2008 crisis—a lesson for firms navigating rapid technological change today.

What are key takeaways from *The Silo Effect*?

1. **Break physical/mental barriers**: Open office layouts and cross-department projects. 2. **Encourage “boundary spanning”**: Hire generalists to bridge specialized teams. 3. **Learn from anthropology**: Observe workplace culture to identify invisible silos.

How does Gillian Tett’s anthropology background shape *The Silo Effect*?

Tett’s PhD in social anthropology informs her analysis of organizations as cultural systems. She applies fieldwork methods—like studying Wall Street traders as a tribal group—to reveal how silos emerge from unspoken norms and hierarchies.

What case studies are featured in *The Silo Effect*?

- **Sony’s siloed divisions** stifling innovation. - **UBS’s risk management failures** during the 2008 crisis. - **Cleveland Clinic’s success** in restructuring around patient needs, not specialties.

サイロ：情報の「タテ割り」が経済や組織を壊す

専門知識の危うさと破壊的変革の力

ギリアン・テット

3.76(1155 Reviews)

『サイロ：情報の「タテ割り」が経済や組織を壊す』の概要

人類学者からジャーナリストに転身したギリアン・テットが、組織の「サイロ」がいかにイノベーションを破壊し、盲目さを生むのかを明らかにします。ウォール・ストリート・ジャーナル誌で絶賛され、Facebookの幹部らも取り入れた本書は、クリーブランド・クリニックが「部門」ではなく「患者」を中心に据えて行った画期的な再編が、なぜ世界的なマネジメント革命を巻き起こしたのかを示しています。

語り方を選ぶ

1冊の本。さまざまな聴き方。

サイロ：情報の「タテ割り」が経済や組織を壊すの同じアイデアを、あなたに合う声・深さ・ペースで学べます。いつでも切り替えられます。

第1章

When Organizations Build Walls That Blind

Have you ever wondered why brilliant people in powerful institutions sometimes make catastrophic mistakes that seem obvious in hindsight? Why did Sony, once the king of portable music with its iconic Walkman, completely miss the digital music revolution, allowing Apple to dominate with the iPod? How did UBS, Switzerland's largest bank with 3,000 risk managers, fail to notice it had accumulated $50 billion in toxic mortgage securities until it was too late? These questions fascinated Gillian Tett, who as a Financial Times journalist during the 2008 financial crisis observed how even the most sophisticated organizations operated in fragmented ways that prevented them from seeing the complete picture. Drawing on her unique background as both a financial journalist and trained anthropologist, Tett explores what she calls "the silo effect" - how the human tendency to organize into specialized groups can either foster innovation or lead to disastrous blindness. Named one of the Financial Times' Books of the Year and praised by Malcolm Gladwell as "genuinely important," Tett's investigation takes us from the trading floors of Wall Street to Facebook's headquarters to show how mastering organizational silos rather than being mastered by them can mean the difference between success and failure.

第2章

The Blindness of Specialization

The story begins in April 2011 with a devastating fire in the Bronx that killed a family trapped by illegally constructed walls in their apartment. The tragedy sparked finger-pointing between New York City agencies, none of which had effectively addressed the dangerous conditions despite multiple warning signs. This fragmentation of responsibility wasn't new - during 9/11, emergency workers discovered their radios couldn't communicate on the same channels. Mike Flowers, who had worked as a prosecutor in Iraq, saw an opportunity to apply what he'd learned about connecting seemingly unrelated data to save lives in New York. With Mayor Bloomberg's support, Flowers assembled a team of recent college graduates to analyze fire risk data. Initially, they discovered that 311 calls about illegal building conversions were unreliable predictors since they mostly came from Manhattan while actual fires occurred in outer boroughs where immigrants were too scared to report problems. By sending team members on "ride-alongs" with building inspectors, they learned that dangerous buildings typically were built before 1938, located in poor neighborhoods, had owners delinquent on mortgages, and had previous complaints about issues like vermin. When they combined data from multiple siloed departments - including building age, mortgage defaults, building code violations, and poverty indicators - they created a statistical model that dramatically improved fire trap prediction. Building inspectors who reluctantly used this model found actual problems 70 percent of the time compared to their previous 13 percent success rate. Flowers' team applied their silo-busting approach to other city problems with remarkable success. By cross-checking business licenses against tax fraud data, they dramatically increased detection rates for cigarette smuggling. Similarly, they tackled illegal OxyContin sales by combining fragmented databases to discover that just 1 percent of pharmacies accounted for around 24 percent of Medicaid reimbursements for the most potent prescriptions. This paradox of our modern world is striking: we're more interconnected than ever before, with globalization and technology linking economies, news, and ideas at lightning speed. Yet our lives remain fragmented. Organizations are divided into departments that don't communicate, people exist in mental and social ghettos, politics is polarized, and professions grow increasingly specialized. However, silos aren't inherently bad - we need specialized departments and expertise to handle our complex world. Without structure and division of labor, there would be chaos. The problem arises when silos become too rigid, causing departments to fight with each other, information to bottleneck, innovation to stall, and dangerous tunnel vision to develop.

聴きながら、すべての言葉を目で追えます

『サイロ：情報の「タテ割り」が経済や組織を壊す』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

When Sony Lost Its Music

In November 1999 at the Comdex trade fair in Las Vegas, Sony CEO Nobuyuki Idei delivered a keynote presentation showcasing Sony's vision as a "broadband entertainment company" poised to navigate the digital revolution. However, a puzzling moment revealed Sony's fundamental problem: Idei presented not one but two competing digital music players - a Memory Stick Walkman and a Vaio MusicClip - each using different proprietary technologies. Soon after, Sony would introduce yet a third device, the Network Walkman. This unusual strategy violated basic corporate strategy principles and signaled Sony's internal fragmentation. Different departments had each developed their own digital music devices with incompatible proprietary technology, unable to agree on a single approach or joint strategy. Within years, Sony dropped out of the digital music market, allowing Apple to dominate with the iPod. Most troubling was that few inside Sony recognized how problematic their siloed structure had become - they had normalized their tribalism. Sony hadn't always been bureaucratic. Founded after World War II by Akio Morita and Masaru Ibuka, the company began with entrepreneurial spirit in bomb-damaged Tokyo with just twelve employees and $500 capital. Their greatest success came with the Walkman in 1979, which revolutionized music listening despite initial internal skepticism. By the late 1990s, Sony had transformed from a nimble startup to a 160,000-employee behemoth spanning electronics, insurance, and entertainment. When Nobuyuki Idei became president, he reorganized Sony into specialized self-standing units - silos - inspired by Nestle's structure. Initially, this improved accountability and profitability, but these silos ultimately undermined collaboration as department managers began "protecting" their units, refusing to share ideas or rotate staff, and avoiding risk-taking that didn't guarantee immediate returns. In stark contrast, Apple under Steve Jobs rejected silos entirely. Jobs ran Apple as "one cohesive and flexible company" with a single profit-and-loss statement. When developing the iPod, Apple engineers collaborated across departments, creating an innovative two-step solution where users would download and organize music on computers before transferring to a portable device. They also developed iTunes to address music industry concerns about piracy, making it accessible to all users regardless of device. By 2005, Sony's decline was undeniable. Its share price had collapsed from 16,300 yen in 2000 to around 5,000 yen. In a surprising move, Sony appointed Howard Stringer as CEO - a British-American media executive who had never lived in Japan or spoken Japanese. His outsider status was viewed as an advantage precisely because he wasn't aligned with any particular silo within Sony. Stringer launched an ambitious restructuring plan in 2005 to eliminate corporate silos. He cut nearly 10% of Sony's 180,000 staff, reduced business models by 20%, and consolidated manufacturing sites. Initially, results seemed promising, but the turnaround was short-lived. By 2007, Sony was posting losses again as external factors like the financial crisis and natural disasters disrupted operations. Yet Sony's problems went beyond bad luck. Stringer faced entrenched resistance that he couldn't overcome. Unlike Lou Gerstner at IBM, who monitored implementation obsessively ("People don't do what you expect, but what you inspect"), Stringer couldn't effectively track compliance with his directives. He didn't speak Japanese, lacked a team of loyalists in Tokyo headquarters, and couldn't casually interact with staff. "People would say yes to me, but nothing would happen," he later recalled.

第4章

The Bank That Fooled Itself

In March 2007, Swiss regulators flew to London to meet with UBS, Switzerland's largest bank. The meeting addressed concerns about UBS's exposure to America's booming housing market. Despite Switzerland's reputation for cautious banking - UBS employed 3,000 risk managers and was considered "exemplary" in risk control - regulators wanted assurance that the bank understood potential risks if the housing market declined. UBS officials confidently declared they were well-protected, claiming the bank had not only insured itself against losses but had placed additional bets that would generate profits if housing prices fell. Finding these explanations credible, the regulators returned to Switzerland and reported that UBS faced "no major risks" in this area. Six months later, this assessment proved catastrophically wrong. In October, despite record revenues, UBS revealed losses of 726 million Swiss francs from bad American mortgage investments. By December, the situation had deteriorated dramatically - CEO Marcel Rohner announced the bank had lost $10 billion from mortgage bets and had secretly accumulated $50 billion of U.S. subprime mortgage securities without top management's knowledge. Eventually, the Swiss government had to contribute 6 billion Swiss francs of taxpayer money to rescue the bank. When an independent investigation was conducted, it reached a disturbing conclusion: there was no conspiracy or deliberate gamble. Instead, UBS's leadership genuinely believed their bank was healthy and that they owned "first-class subprime mortgage securities." The auditors and regulators shared this belief. As economics professor Tobias Straumann explained, "Its image as a conservative bank was not made up to deceive the public. It corresponded fully with the picture that the bank had of itself." The most terrifying aspect wasn't that bankers had lied to others - it was that they had collectively fooled themselves. UBS's risk management structure was fatally fragmented. Though the bank employed 3,000 risk officers, they worked in separate departments tracking different risk types with minimal communication between them. When Swiss regulators visited London in spring 2007, UBS risk officers highlighted the London team's short positions against the housing market but completely omitted the massive long positions held by the New York CDO warehouse. The regulators, receiving this incomplete picture, incorrectly concluded UBS had minimal housing market exposure. The classification system inside UBS existed "at the borders of conscious and unconscious thought." Bankers maintained rigid mental categories - AAA assets were completely different from BBB assets, client businesses were separate from proprietary trading - despite obvious contradictions. Risk managers, accountants, and regulators all used these same classifications when determining capital requirements. Despite occasional jokes about these inconsistencies, nobody had incentive to challenge the status quo.

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

When Experts Miss the Big Picture

In November 2008, two months after the devastating financial crisis, Queen Elizabeth II visited the London School of Economics. When presented with economic charts, she asked the pointed question: "Why did nobody see the crisis coming?" Economist Luis Garicano attempted to explain that while people were doing their jobs, nobody could see the complete picture. This perfectly illustrates how even brilliant experts become blind when trapped in rigid silos. Paul Tucker's journey through economic policymaking illustrates the problem of silos perfectly. Though he joined the Bank of England in 1979 with a mathematics and philosophy background rather than economics, he witnessed how the discipline transformed. Originally, economics meant "house management" (from Greek oikonomia) and was holistically connected to society and politics. However, as economics evolved, it became increasingly siloed from other social sciences and obsessed with complex mathematical models. By the early 21st century, the Bank had been restructured, with debt sales moved to the Debt Management Office and bank supervision transferred to the Financial Services Authority, leaving the Bank with only a vague mandate to maintain "financial stability." Another issue was that economists had become less interested in money itself. Instead of viewing it as a central topic, it became seen as merely a transmission device in economic models. In December 2006, Tucker gave a speech about the economy. While most indicators suggested a "Great Stability" with low inflation and robust growth, one statistic troubled him: broad money (M4) was expanding at an alarming rate - up 15% over the year and 25% since early 2005. When Tucker investigated this anomaly, his team discovered the growth was coming from entities labeled "Other Financial Corporations" (OFCs) - essentially a miscellaneous category for financial entities that didn't fit traditional classifications. The problem was that economists weren't connecting these financial innovations to macroeconomic analysis. The split between finance and economics was so entrenched that economists focused on their mathematical models of the "real" economy while ignoring developments in financial markets. In August 2007, as financial markets began freezing worldwide, the Federal Reserve Bank of Kansas City held its annual economic gathering at Jackson Hole. Despite plunging mortgage bond prices, most central bankers initially dismissed the turmoil as temporary. The breakthrough came when Paul McCulley of PIMCO electrified the audience by declaring: "The real issue going on right now is a run on the shadow banking system." This simple phrase instantly gave economists, journalists, and policymakers a mental framework and language to discuss what was happening. After Jackson Hole, researchers at the New York Fed began mapping the shadow banking system. The resulting diagram was so vast it required a poster several feet wide - physically demonstrating that shadow banks weren't footnotes but central pillars of the financial system. This created a Copernican-like cognitive shift in how finance was understood. In 2009, nearly a year after the Queen's famous question, the Royal Academy gathered prominent economists to formulate an answer. Their three-page letter identified system fragmentation as the fundamental problem - economists had become siloed, with macroeconomists examining economic statistics while microeconomists focused on individual markets, neither group connecting the dots between financial innovation and the broader economy. The letter concluded that "the failure was principally a failure of the collective imagination of many bright people... to understand the risks to the system as a whole."

第6章

Breaking Down Police Department Walls

Brett Goldstein's life changed dramatically on September 11, 2001. While working as an operations manager for the restaurant booking website OpenTable, Goldstein was stranded at Chicago Midway Airport as the terrorist attacks unfolded. Watching the tragedy, he experienced an epiphany - helping affluent people book restaurant tables suddenly seemed trivial. Despite bewilderment from friends and family, Goldstein applied to become a police officer, beginning an unexpected career transition from tech entrepreneur to law enforcement. When Goldstein joined the Chicago Police Department, he arrived at a pivotal moment. The force, traditionally insular with 13,000 members often from multi-generational police families, was undergoing upheaval following incidents of brutality and corruption. In 2007, the city appointed its first outsider superintendent in fifty years - Jody Weis, an FBI veteran who brought fresh perspectives on information sharing. By mid-2009, Chicago Police Superintendent Jody Weis was struggling with the city's soaring murder rate, which exceeded even New York's despite Chicago's smaller population. Michael Masters suggested consulting Brett Goldstein about using data analytics to address crime. Despite Goldstein's awkward personality, Weis was intrigued by his proposal to apply restaurant-matching algorithms to predict crime patterns. Working from a windowless office, Goldstein analyzed crime data against variables like weather and gang movements, creating geospatial "murder maps" to forecast where violence would likely erupt. The program showed promising results, with FBI wiretaps confirming criminals were actively avoiding the data-driven police units. By 2011, Chicago's murder rate had fallen to its lowest level since the 1960s. After Rahm Emanuel became mayor in 2011, Goldstein became Chicago's first Chief Data Officer. With his "nerd herd" of tech volunteers, he created WindyGrid, an interactive platform that broke down data silos across city departments. Though his police analytics program was partly dismantled after he left (with murder rates subsequently rising), his pioneering work spread to police departments worldwide, from Los Angeles to London.

聴きながら、すべての言葉を目で追えます

『サイロ：情報の「タテ割り」が経済や組織を壊す』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

How Facebook Fights Fragmentation

In summer 2010, Jocelyn Goldfein joined Facebook and created a "Task Reaper" program to track obsolete bugs. When she accidentally deployed it prematurely, crashing the email system by sending hundreds of thousands of messages, she expected harsh repercussions. Instead, she encountered collaboration rather than territorial defense - no one questioned her right to work on the project despite it crossing into other teams' domains. This contrasted sharply with the tribal infighting she'd experienced at other tech companies, revealing Facebook's different approach to organizational boundaries. In 2008, Facebook's leadership grew concerned when they surpassed 150 engineers - a threshold known as "Dunbar's number." Developed by British evolutionary psychologist Robin Dunbar, this theory suggests humans can maintain meaningful relationships with approximately 150 people before social cohesion requires bureaucracy or coercion. Facebook's founders were fascinated by this concept, initially for commercial applications but increasingly for internal organization as they worried about maintaining their early collaborative culture amid rapid growth - a challenge that had transformed other successful startups like Microsoft into siloed bureaucracies. To combat fragmentation, Facebook implemented several innovative strategies: First, they created "Bootcamp" - a six-week orientation where new engineers worked on small projects across different parts of the codebase before choosing their permanent team. This created a network of relationships spanning the entire organization and ensured engineers understood multiple aspects of Facebook's technology. Second, the physical campus was deliberately designed to fight fragmentation. When Facebook moved to its new Menlo Park headquarters, Zuckerberg renamed it "One Hacker Way," removed internal walls, installed glass meeting rooms, and positioned his own glass-walled office centrally. The campus design encouraged constant movement and random collisions between employees, with central gathering spaces like "Hacker Square" hosting all-hands meetings and weekly town halls. Third, Facebook's own platform became another powerful anti-silo weapon. From the company's earliest days, managers recognized that the Facebook platform enabled horizontal communication rather than rigid hierarchical information flows typical in email-based organizations. The platform also helped staff build deeper, multi-dimensional connections with each other. Managers insisted employees use real names when referring to colleagues, never allowing dehumanizing labels like "those idiots in team six." Finally, Facebook's hackathons exemplified the company's ritualized approach to silo-busting. These events followed strict traditions but always forced engineers to work with people outside their normal teams. Like anthropological rituals studied by Bronislaw Malinowski, these ceremonies helped forge a common identity.

第8章

Reorganizing Healthcare Around Patients

In 2006, Cleveland Clinic CEO Toby Cosgrove - a renowned heart surgeon who had performed over 22,000 operations and filed thirty patents - was confronted by Harvard Business School student Kara Medoff Barnett. Despite Cleveland Clinic's technical excellence, she revealed her family chose another hospital for her father's surgery because Cleveland "had no empathy." When asked if he taught empathy, Cosgrove was stumped. Later in Saudi Arabia, watching the king weep during a hospital dedication "to the body, spirit and soul of the patient," Cosgrove realized his hospital's organization reflected doctors' specialist perspective rather than patients' experience of illness. This revelation led him to question whether medicine's siloed structure truly served patients effectively. Cleveland Clinic's history embodies an unorthodox approach to medicine. Founded in the 1880s, the practice grew after the founders revolutionized their practice by adopting the military hospital model of teamwork rather than individual entrepreneurship. Despite being derided as "medical Soviets" and "Bolsheviks," they persevered through disasters including a deadly 1929 fire that killed 123 people and the Great Depression. In 2004, Delos "Toby" Cosgrove was appointed CEO after running its successful thoracic and cardiovascular surgery unit. Despite struggling with undiagnosed dyslexia through his education, Cosgrove flourished in practical medicine. He attributed his unconventional problem-solving to his dyslexia, which forced him to develop a photographic mind and forge his own learning methods. Cosgrove believed that "innovation happens at the margins, where one discipline rubs up against another" - essentially where silos break down. A few years after becoming CEO, Cosgrove announced two revolutionary changes to Cleveland Clinic's structure. First, all 43,000 staff would be redefined as "caregivers" responsible for treating patients' emotional and spiritual needs alongside physical ailments. Second, he would reorganize the entire hospital structure, abolishing the traditional division between surgery and medicine departments to create multidisciplinary institutes organized around body systems or diseases. This radical restructuring began with creating a Neurological Institute that combined neurology, psychology, and neurosurgery. Despite resistance from medical boards and insurance companies, Cosgrove implemented a "Big Bang" revolution in January 2008, launching 27 new institutes that forced surgeons and physicians to collaborate across traditional boundaries. By late 2013, Cosgrove's reforms had produced remarkable results: Cleveland Clinic ranked top in America for patient satisfaction according to U.S. News & World Report - a dramatic improvement from being at the bottom a decade earlier. The hospital also ranked in the top three for technical skills in almost every specialty while maintaining lower costs than many rivals. President Obama praised Cleveland Clinic as a model where "patients' care is the number-one concern, not bureaucracy."

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Profiting From Others' Blind Spots

On May 11, 2012, JPMorgan Chase CEO Jamie Dimon admitted to massive losses from trades by Bruno Iksil, nicknamed "the London Whale." Iksil had placed enormous bets using credit derivatives linked to the IG9 index, providing bundled insurance on debts from 125 American companies. When prices turned against these positions, losses totaled at least $6.2 billion. Meanwhile, hedge fund BlueMountain Capital took the opposite side of these trades and profited approximately $300 million. BlueMountain Capital began in 2001 when Andrew Feldstein left JPMorgan to partner with Harvard Law classmate Stephen Siderow. Feldstein, who had helped develop credit derivatives at JPMorgan, grew frustrated as the bank became more bureaucratic after merging with Chase Manhattan. His approach was unique - he viewed markets not just mathematically but as cultural patterns within ecosystems. His fascination with classification systems and their flaws led him to identify opportunities in the gaps between how banks organized themselves and financial reality. BlueMountain's first major strategy targeted CDOs (collateralized debt obligations), exploiting how banks' fragmented trading desks created price distortions. Bank departments operated under rigid, inconsistent rules - some could only trade complete CDOs while others could only handle individual components; some could only buy AAA-rated assets. These silos created uneven demand and pricing inconsistencies across markets. Finance theory suggests a CDO's total value should match the sum of its parts, but organizational barriers prevented this equilibrium. By 2009, BlueMountain Capital had grown substantially, moving from its tiny windowless office to prestigious Park Avenue quarters. The fund had become so influential that Goldman Sachs listed them as their fourth-largest credit derivatives counterparty. After suffering losses in 2008 when the CDO market collapsed, BlueMountain rebounded spectacularly with 37.4% returns in 2009, growing to manage $5 billion in assets. In 2011, BlueMountain traders noticed peculiar price movements in the IG9 credit derivatives index. Financial theory dictates an index's value should equal the sum of its components, but the IG9 was diverging significantly from its underlying credit derivatives. BlueMountain's investigation revealed JPMorgan's Chief Investment Office (CIO) was placing enormous bets through this index. When auditors examined JPMorgan's books after the scandal broke, they discovered the CIO office had been valuing credit derivatives differently from the investment bank - even when holding identical instruments. BlueMountain expanded their bucket-busting approach to other market areas where rigid boundaries created price distortions. Unlike Merrill Lynch's failed attempt at cross-asset collaboration (which floundered due to specialized knowledge silos, physical separation, and compensation structures tied to product groups), BlueMountain deliberately fostered collaboration by having equity and credit experts sit together, creating a common database for investment ideas, and basing compensation significantly on team results rather than individual performance.

第10章

Seeing With New Eyes

As Marcel Proust noted, "The real voyage of discovery consists not in seeking new landscapes but in having new eyes." By 2014, Mike Flowers, who had pioneered Bloomberg's big data experiments at City Hall, had moved on to teaching at NYU and advising other governments on silo-busting. One of his favorite success stories involved connecting six separate bureaucratic systems handling 911 calls, which led to improved emergency response times with minimal changes - they simply brought data together and thought differently. To develop the imagination needed to challenge classification systems, anthropology offers six valuable principles: taking bottom-up views through field experience; observing how different parts interconnect; examining taboo or overlooked aspects of life; noting gaps between rhetoric and reality; comparing different systems to illuminate patterns; and recognizing that classification systems aren't inevitable but culturally constructed. These principles help us become "insider-outsiders" who can view our environments with fresh perspective. We don't need to be anthropologists to gain this viewpoint - it can come from crossing borders, changing careers, or simply trying to see through others' eyes. The challenge is making time for these perspective-shifting activities in a world obsessed with efficiency and specialization. Our obsession with efficiency creates a major obstacle to silo-busting. Modern education and career paths push specialization, making people into technical experts rather than generalists. Institutions face pressure to eliminate "waste," making it difficult to justify activities that don't deliver immediate results - like cross-department conversations, innovation "safaris," or creating cultural translators. The book's key message is that rigid streamlining ultimately makes our world less effective. Living in specialized silos might appear efficient short-term, but creates a fragmented world of missed opportunities and hidden risks. We face a choice: be mastered by our mental and structural silos or learn to master them by questioning how we classify the world and imagining alternatives.

★★★★★

『サイロ：情報の「タテ割り」が経済や組織を壊す』を最後まで読み終えました

100万人以上の学習者に愛用されています

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『サイロ：情報の「タテ割り」が経済や組織を壊す』の主要テーマ

organizational fragmentation
information bottlenecks
structural tunnel vision
cross-departmental collaboration
corporate tribalism

『サイロ：情報の「タテ割り」が経済や組織を壊す』の名言

Organizations are divided into departments that don't communicate.
Silos aren't inherently bad.
They had normalized their tribalism.
Jobs ran Apple as 'one cohesive and flexible company'.
People would say yes to me, but nothing would happen.

『サイロ：情報の「タテ割り」が経済や組織を壊す』の登場人物

Gillian TettAuthor, journalist, and trained anthropologist
Mike FlowersLeader of NYC data team tackling urban silos
Nobuyuki IdeiFormer CEO of Sony during its digital transition
Akio MoritaCo-founder of Sony who helped create the Walkman
Mayor BloombergNew York City leader who supported data reform

著者について

ジリアン・ロメイン・テット（OBE）は、受賞歴のあるフィナンシャル・タイムズ（FT）のコラムニストであり、グローバル市場や組織行動に関する洞察に満ちた分析で高く評価されている人類学者です。

ケンブリッジ大学で社会人類学の博士号を取得したテットは、人類学の原則を金融システムや企業文化の解剖に独自に応用しています。彼女の著書『サイロ・エフェクト』は、FTの米国編集局長や東京支局長としての広範な経験に基づき、組織内のサイロがいかにイノベーションを阻害するかを検証しています。

テットのベストセラー『愚者の黄金』（2009年）は、2008年の金融危機に関する決定版とも言える記録です。同書はスピアーズ・ブック・アワードを受賞し、システムリスクを予見する分析家としての彼女の評価を確固たるものにしました。2021年の著書『アンソロ・ビジョン』では、ビジネス界における人類学の関連性をさらに深く探求し、ポーチライト・ベスト・ビジネス・ブック・アワードを受賞しました。

執筆活動以外では、テットはFTのニュースレター『モラル・マネー』を共同創設し、現在はケンブリッジ大学キングス・カレッジの学長（Provost）を務めています。彼女は複雑な世界的課題に対する学際的な解決策を提唱し続けており、その著作は主要なビジネススクールやシンクタンクで必読書となっています。

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In an era of information overload, the ability to think structurally and argue ethically is a critical leadership asset. This guide is designed for professionals and decision-makers who need to strip away noise, validate evidence, and lead through high-level persuasion and debate.

2 h•4 セクション

学習プラン

The Management Shadow: Taleb/Kahneman/Greene

In an era of radical uncertainty, traditional management frameworks often fail because they ignore human irrationality and the impact of rare events. This plan is designed for leaders and strategists who want to master the hidden psychological and systemic forces that govern success and power.

4 h 43 m•4 セクション

学習プラン

Think like Nassim taleb

In an increasingly volatile world, traditional linear thinking often leads to catastrophic failure. This plan is essential for decision-makers, investors, and strategists who want to move beyond mere resilience and learn to profit from uncertainty.

5 h 30 m•4 セクション

学習プラン

The Systems Thinking Advantage for Founders

In the volatile world of startups, founders often fall into the trap of reactive management. This learning plan is essential for entrepreneurs who want to move beyond chaos by mastering the structural dynamics of their business. It is ideal for early-stage leaders aiming to build scalable, stable organizations through first-principles design.

1 h 30 m•3 セクション

学習プラン

The Arrival Fallacy and the Science of Satisfaction

High-achievers often find themselves trapped in a cycle of chasing milestones that never yield the expected joy. This plan is essential for anyone struggling with burnout or the 'what's next' syndrome, offering a scientific roadmap to decouple identity from external validation.

1 h 30 m•3 セクション

学習プラン

The Leader on the Couch

This program bridges the gap between clinical psychology and executive leadership, offering a rare look at the 'inner theater' of high-performing individuals. It is essential for coaches, HR leaders, and executives who want to move beyond surface-level management to address the deep-rooted psychological forces that shape organizational life.

2 h 30 m•5 セクション

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

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1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第5章

サイロ：情報の「タテ割り」が経済や組織を壊す

概要『サイロ：情報の「タテ割り」が経済や組織を壊す』の概要

1冊の本。さまざまな聴き方。

When Organizations Build Walls That Blind

The Blindness of Specialization

聴きながら、すべての言葉を目で追えます

When Sony Lost Its Music

The Bank That Fooled Itself

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

When Experts Miss the Big Picture

Breaking Down Police Department Walls

聴きながら、すべての言葉を目で追えます

How Facebook Fights Fragmentation

Reorganizing Healthcare Around Patients

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

Profiting From Others' Blind Spots

Seeing With New Eyes

『サイロ：情報の「タテ割り」が経済や組織を壊す』を最後まで読み終えました

『サイロ：情報の「タテ割り」が経済や組織を壊す』の主要テーマ

『サイロ：情報の「タテ割り」が経済や組織を壊す』の名言

『サイロ：情報の「タテ割り」が経済や組織を壊す』の登場人物

著者について

サイロ：情報の「タテ割り」が経済や組織を壊すの要約をダウンロード

他のユーザーのお気に入り

この本に関するよくある質問

What is The Silo Effect by Gillian Tett about?

Who should read The Silo Effect?

Is The Silo Effect worth reading?

What are the main concepts in The Silo Effect?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

When Organizations Build Walls That Blind

The Blindness of Specialization

聴きながら、すべての言葉を目で追えます

When Sony Lost Its Music

The Bank That Fooled Itself

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

When Experts Miss the Big Picture

Breaking Down Police Department Walls

聴きながら、すべての言葉を目で追えます

How Facebook Fights Fragmentation

Reorganizing Healthcare Around Patients

『サイロ：情報の「タテ割り」が経済や組織を壊す』をもっと深く楽しむ

Profiting From Others' Blind Spots

Seeing With New Eyes

『サイロ：情報の「タテ割り」が経済や組織を壊す』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『サイロ：情報の「タテ割り」が経済や組織を壊す』の概要