
Anthropologist-turned-journalist Gillian Tett reveals how organizational silos destroy innovation and breed blindness. Praised by Wall Street Journal and adopted by Facebook executives, this book shows why the Cleveland Clinic's revolutionary restructuring around patients - not departments - sparked a global management revolution.
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Why did Sony, the creator of the legendary Walkman, completely miss the digital music revolution while Apple swooped in with the iPod? How did UBS, Switzerland's most conservative bank with 3,000 risk managers, secretly accumulate $50 billion in toxic mortgage securities without anyone noticing until it was too late? These aren't stories of incompetence or conspiracy-they're examples of something far more insidious and common: the silo effect. Picture a family trapped in a burning Bronx apartment in 2011, killed not by the fire itself but by illegally constructed walls. Multiple city agencies had received warnings but never connected the dots because each operated in its own isolated bubble. This tragedy reveals a paradox of modern life: we're more connected than ever through technology and globalization, yet our organizations, minds, and societies remain dangerously fragmented. Silos aren't inherently evil-we need specialized departments and expertise to manage complexity. But when these divisions become too rigid, information bottlenecks, innovation stalls, and catastrophic blind spots emerge. The question isn't whether we need structure, but whether we can see beyond the walls we've built.
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Создано выпускниками Колумбийского университета в Сан-Франциско
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Создано выпускниками Колумбийского университета в Сан-Франциско

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