During my time in higher education, universities began the restructuring of communication and marketing departments. Instead of organizing teams by expertise—such as content creation, digital marketing, media relations, and internal communications—they shifted to a model focused on target markets. With a diverse range of audience segments, including prospective undergraduate and graduate students, international students, alumni, and corporate partners, this new approach allowed the various teams to develop a deeper understanding of each segment’s unique needs, goals, and motivations.
It was time for a change and that departmental shift currently mirrors a broader trend across industries that of a customer-centric approach that aligns with the growing need to deliver personalized and relevant solutions. In higher education, as in many sectors, advances in technology, data analytics, and rising customer expectations have driven this change, enabling companies to better understand and meet the specific needs of their diverse audiences. It seems that greater cross-functional collaboration is needed among teams, along with the breaking down of silos.
Organizational silos are the barriers that separate different departments or teams within a company. In business, silos tend to exist, for example, between marketing and sales, whereby differences in goals, processes, or communication styles can create barriers. When silos are present, teams may struggle to collaborate, share resources, or work toward common goals resulting in less innovation, duplicated efforts, and an inconsistent customer experience. However, creating a unified vision and way of working together can be hard, especially if there is a lack of trust between the teams and leaders.
Breaking down silos is difficult for several reasons. Teams and departments often develop strong identities and loyalties, which can lead to resistance when asked to collaborate. Some fear the dilution of their expertise while others resist moving away from established departmental processes. Silos often exist because teams are focused on their priorities rather than a shared company vision. Without clear goals that encourage collaboration, teams will continue to operate in isolation, prioritizing their objectives over the broader objective which is creating a customer-first experience.
Organizational restructuring requires careful planning and execution. John Kotter, an expert in leadership and change management, created the 8-Step Process for Leading Change. Kotter’s is a structured approach that highlights the importance of building a compelling case for change and communicating to teams the long-term vision and benefits. Leadership plays a crucial role in legitimizing the process, managing teams through the transition, and creating a company culture that builds trust and values collaboration and employee engagement.
Breaking down silos is challenging due to cultural, structural, and operational barriers that require intentional effort to overcome. However, encouraging teamwork through regular interdepartmental meetings, shared projects, and effective transparent communication can help dismantle the barriers between teams. The advantages include improved agility with faster decision-making, and greater organizational efficiency, as employees gain a broader understanding of the company and its mission. It also enhances employee morale and productivity by creating a more connected and inclusive workplace culture.
Tamara Clarke – Research Manager
