{"id":1920,"date":"2026-10-21T11:13:11","date_gmt":"2026-10-21T09:13:11","guid":{"rendered":"https:\/\/chiefofstaff.se\/?page_id=1920"},"modified":"2026-10-21T11:19:44","modified_gmt":"2026-10-21T09:19:44","slug":"breaking-down-organizational-silos","status":"publish","type":"page","link":"https:\/\/chiefofstaff.se\/en\/start\/affarsproblem\/silos\/losning-organisations-silos\/","title":{"rendered":"Solution proposal: Organizational silos"},"content":{"rendered":"<h3 class=\"wp-block-heading ext-animate--on\">Why it's not always optimal to have organizational silos<\/h3>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Organizations of various types have over time become increasingly efficient in their individual parts while simultaneously functioning less well as a whole. For a long time, specialization, divided responsibilities, and separate budgets have contributed to a working method where each function develops its own goals, priorities, and processes. Silos are emerging, often without any explicit decision-making. What is rational for one department then does not have to be right for the organization. Resources are suboptimizing, expertise is tied into parallel initiatives, and dependencies between business areas remain invisible. At the core of the problem is that the responsibility for the parts is clear, while the responsibility for the interplay between them is unclear. When no one has a stated mission and mandate to coordinate the whole, cross-functional issues risk falling between organizational boundaries. At the same time, the management function is burdened with operational decisions, recurring reconciliations, and competing change initiatives. The space for strategic analysis, common priorities, and long-term development is shrinking. The organization becomes preoccupied with its own administration rather than with the value it is meant to create. Thus, the ability to view the business from a broader perspective is also weakened. Customers, citizens, and partners encounter a coherent organization, but are often referred between internal functions with different perspectives and responsibilities. Their needs risk being subordinated to the organizational structure, internal routines, and local performance metrics. The business becomes increasingly inward-looking, despite its relevance being determined by the external environment. Therefore, breaking silo thinking is not primarily about more meetings or additional coordination requirements. It is about giving the holistic perspective a clear place in governance, making common resource needs visible, and reconciling the responsibilities of the functions with the organization\u2019s overall mission. Only then can internal efficiency be translated into actual business benefits and management gain better conditions to lead the entire organization, not just its parts.<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>The consequences will be, among other things:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Suboptimization of resources and competencies.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Double work between departments.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Slow decision-making processes.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Impaired customer and citizen experience.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Unclear division of responsibilities for cross-functional issues.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Lack of innovation ability.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Difficulties in prioritizing based on the overall needs of the business.<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">The underlying reason is often that no one has an explicit mandate to represent the whole. Management teams tend to represent organizational parts rather than value flows, customers, or the overall results of the business. The organization thus becomes inward-looking and is governed by internal logic rather than external demand.<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Desired location:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">The whole becomes a defined and controlled responsibility domain.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Decisions are made based on operational benefit rather than departmental benefit.<\/li>\n\n\n\n<li class=\"ext-animate--on\">The customer, citizen or market perspective is integrated into the governance.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Common resources are optimized across organizational boundaries.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Cross-functional collaboration becomes the norm instead of the exception.<\/li>\n\n\n\n<li class=\"ext-animate--on\">The organization\u2019s focus shifts from being inward-looking (introspective) to focusing on customer value (extrospective).<\/li>\n<\/ul>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Knowledge areas that are required or need to be utilized<\/h3>\n\n\n\n<figure class=\"wp-block-table ext-animate--on\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Area<\/strong><\/td><td><strong>Why it is needed<\/strong><\/td><\/tr><tr><td><strong>Organizational development<\/strong><\/td><td>To understand and change structural barriers<\/td><\/tr><tr><td><strong>Business architecture<\/strong><\/td><td>To map value flows, responsibilities, and dependencies<\/td><\/tr><tr><td><strong>Change management<\/strong><\/td><td>To create acceptance and new ways of working<\/td><\/tr><tr><td><strong>Strategic management<\/strong><\/td><td>To ensure that the overall goal is prioritized<\/td><\/tr><tr><td><strong>Portfolio management<\/strong><\/td><td>To prioritize resources across functions<\/td><\/tr><tr><td><strong>Customer and user-centric development<\/strong><\/td><td>To shift the focus away from internal perspectives<\/td><\/tr><tr><td><strong>Process development<\/strong><\/td><td>To optimize flows rather than functions<\/td><\/tr><tr><td><strong>Data and decision-making<\/strong><\/td><td>To create transparency regarding performance and resource utilization<\/td><\/tr><tr><td><strong>Leadership<\/strong><\/td><td>To establish shared responsibility for the whole<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Additional area: <strong>Chief of Staff function<\/strong><\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Especially in the case of siloprosblems, this area is particularly relevant as it involves establishing an organizational function whose primary mission is to coordinate, prioritize, and represent the holistic perspective.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Proposal for a solution in the short term<\/h3>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>1. Establish a \u201dHolistic Forum\u201d<\/strong>. A cross-functional steering forum is established directly under the CEO, the general director or the highest management. Purpose:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Manage issues that span across multiple organizational areas.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Prioritize resources from an organizational perspective.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Identify conflicts between local and common goals.<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Composition:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">CEO\/General Manager<\/li>\n\n\n\n<li class=\"ext-animate--on\">Chief of Staff<\/li>\n\n\n\n<li class=\"ext-animate--on\">Business\/Operational Managers<\/li>\n\n\n\n<li class=\"ext-animate--on\">HR<\/li>\n\n\n\n<li class=\"ext-animate--on\">Economy<\/li>\n\n\n\n<li class=\"ext-animate--on\">IT<\/li>\n\n\n\n<li class=\"ext-animate--on\">Operational activities<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>2. Map the organization from the outside-in<\/strong>. Instead of starting from the organizational chart, the following is mapped out:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Customer travel<\/li>\n\n\n\n<li class=\"ext-animate--on\">Citizenship travel<\/li>\n\n\n\n<li class=\"ext-animate--on\">Service flows<\/li>\n\n\n\n<li class=\"ext-animate--on\">Delivery flows<\/li>\n\n\n\n<li class=\"ext-animate--on\">Business processes<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">The result is visible:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Where customers are lost.<\/li>\n\n\n\n<li class=\"ext-animate--on\">When waiting times arise.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Where responsibility falls between the chairs.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Where resources are being used in a double-use manner.<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>3. Introduction of common KPIs<\/strong>. A common silo symptom is that each department measures its own goals. Example:<\/p>\n\n\n\n<figure class=\"wp-block-table ext-animate--on\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Current<\/strong><\/td><td><strong>Proposed<\/strong><\/td><\/tr><tr><td><strong>Department budget<\/strong><\/td><td>Customer value<\/td><\/tr><tr><td><strong>Local project goals<\/strong><\/td><td>Throughput time<\/td><\/tr><tr><td><strong>Self-deliveries<\/strong><\/td><td>Cross-functional results<\/td><\/tr><tr><td><strong>Resource utilization<\/strong><\/td><td>Total operational efficiency<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">At least 30-50 % of the goals of the management team should be common.<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>4. Add a Chief of Staff<\/strong>. The organization needs a function with the mandate to:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Coordinate the work of the management group.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Ensure cross-functional collaboration.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Highlight organizational dependencies.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Drive strategic priorities.<\/li>\n\n\n\n<li class=\"ext-animate--on\">To be the \u201downer of the whole\u201d.<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">The Chief of Staff is not meant to replace line managers but to complement them.<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>5. Make resource use visible<\/strong>. Through portfolio management, a comprehensive picture is created of:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Project<\/li>\n\n\n\n<li class=\"ext-animate--on\">Initiatives<\/li>\n\n\n\n<li class=\"ext-animate--on\">Improvement work<\/li>\n\n\n\n<li class=\"ext-animate--on\">Development resources<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Many organizations discover that the same specialist is used in 5-10 initiatives simultaneously without central coordination.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Proposal for a long-term solution<\/h3>\n\n\n\n<h4 class=\"wp-block-heading ext-animate--on\">Vision: From a function organization to a value flow organization<\/h4>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">The long-term solution is not to eliminate specialist functions but to supplement them with governance based on value flows. The organization gains two perspectives:<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Vertical responsibility<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Competence<\/li>\n\n\n\n<li class=\"ext-animate--on\">Personnel<\/li>\n\n\n\n<li class=\"ext-animate--on\">Budget<\/li>\n\n\n\n<li class=\"ext-animate--on\">Methods<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Horizontal responsibility<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Customer benefit<\/li>\n\n\n\n<li class=\"ext-animate--on\">Delivery capability<\/li>\n\n\n\n<li class=\"ext-animate--on\">Business results<\/li>\n\n\n\n<li class=\"ext-animate--on\">Value flows<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Create a permanent strategic coordination function<\/strong>. Example:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Chief of Staff Office<\/li>\n\n\n\n<li class=\"ext-animate--on\">Strategy Office<\/li>\n\n\n\n<li class=\"ext-animate--on\">Enterprise Transformation Office<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Responsibility:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Strategic coordination<\/li>\n\n\n\n<li class=\"ext-animate--on\">Change portfolio<\/li>\n\n\n\n<li class=\"ext-animate--on\">Priorities<\/li>\n\n\n\n<li class=\"ext-animate--on\">Management support<\/li>\n\n\n\n<li class=\"ext-animate--on\">Organizational analysis<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Towards overall responsibility in the management team<\/strong>. Each member shall:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Take responsibility for your area.<\/li>\n\n\n\n<li class=\"ext-animate--on\">Responsible for the entire performance of the business.<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Bonus models, goals and follow-up must reflect this.<\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Establish continuous organizational diagnostics<\/strong>. At least twice a year, an analysis is carried out of:<\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\">Cooperation patterns<\/li>\n\n\n\n<li class=\"ext-animate--on\">Speed of decision-making<\/li>\n\n\n\n<li class=\"ext-animate--on\">Customer experience<\/li>\n\n\n\n<li class=\"ext-animate--on\">Internal dependencies<\/li>\n\n\n\n<li class=\"ext-animate--on\">Resource load<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">In this way, new silos are discovered before they become permanent.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Responsibility and Drive (RACI)<\/h3>\n\n\n\n<figure class=\"wp-block-table ext-animate--on\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Activity<\/strong><\/td><td><strong>CEO<\/strong><\/td><td><strong>Chief of Staff<\/strong><\/td><td><strong>Management team<\/strong><\/td><td><strong>HR<\/strong><\/td><td><strong>Economy<\/strong><\/td><td><strong>Activities<\/strong><\/td><\/tr><tr><td><strong>Analysis of silos<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>C<\/td><td>C<\/td><td>C<\/td><\/tr><tr><td><strong>Mapping of value flows<\/strong><\/td><td>C<\/td><td>A\/R<\/td><td>C<\/td><td>I<\/td><td>I<\/td><td>C<\/td><\/tr><tr><td><strong>Common KPIs<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>C<\/td><td>C<\/td><td>I<\/td><\/tr><tr><td><strong>Priority model<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>I<\/td><td>C<\/td><td>I<\/td><\/tr><tr><td><strong>Portfolio management<\/strong><\/td><td>C<\/td><td>A\/R<\/td><td>C<\/td><td>I<\/td><td>C<\/td><td>I<\/td><\/tr><tr><td><strong>Coordination Forum<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>I<\/td><td>I<\/td><td>I<\/td><\/tr><tr><td><strong>Organizational change<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>C<\/td><td>I<\/td><td>C<\/td><\/tr><tr><td><strong>Follow-up of effects<\/strong><\/td><td>A<\/td><td>R<\/td><td>C<\/td><td>C<\/td><td>C<\/td><td>I<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>Explanation<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list ext-animate--on\">\n<li class=\"ext-animate--on\"><strong>R<\/strong> = Responsible (carrying out the work)<\/li>\n\n\n\n<li class=\"ext-animate--on\"><strong>A<\/strong> = Accountable (extremely responsible)<\/li>\n\n\n\n<li class=\"ext-animate--on\"><strong>C<\/strong> = Consulted (consulted)<\/li>\n\n\n\n<li class=\"ext-animate--on\"><strong>I<\/strong> = Informed (informed)<\/li>\n<\/ul>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">The key principle is that <strong>The whole must have a named owner<\/strong>. Without this, the silo mentality will resurge.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Need for consultants<\/h3>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">Consultants should only be used where the organization lacks expertise or needs external objectivity.<\/p>\n\n\n\n<figure class=\"wp-block-table ext-animate--on\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Area<\/strong><\/td><td><strong>Mission<\/strong><\/td><td><strong>Action<\/strong><\/td><\/tr><tr><td><strong>Organizational development<\/strong><\/td><td>Diagnose silos and governance models<\/td><td>Limited<\/td><\/tr><tr><td><strong>Business architecture<\/strong><\/td><td>Mapping value flows<\/td><td>Limited<\/td><\/tr><tr><td><strong>Change management<\/strong><\/td><td>Support during implementation<\/td><td>Funds<\/td><\/tr><tr><td><strong>Chief of Staff establishment<\/strong><\/td><td>Design the mandate and working methods<\/td><td>Limited<\/td><\/tr><tr><td><strong>Portfolio management<\/strong><\/td><td>Introducing methodology and tools<\/td><td>Limited<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\">It is important that the consul\u2019s mission includes knowledge transfer and ends when the organization itself can drive the capability.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<h3 class=\"wp-block-heading ext-animate--on\">Summary and short action plan<\/h3>\n\n\n\n<figure class=\"wp-block-table ext-animate--on\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Action<\/strong><\/td><td><strong>Responsible<\/strong><\/td><td><strong>Time horizon<\/strong><\/td><td><strong>Expected result<\/strong><\/td><\/tr><tr><td><strong>Conduct silodetection<\/strong><\/td><td>CEO + Chief of Staff<\/td><td>Immediately<\/td><td>Common problem picture<\/td><\/tr><tr><td><strong>Mapping value flows<\/strong><\/td><td>Chief of Staff<\/td><td>1-3 months<\/td><td>Highlight dependencies and bottlenecks<\/td><\/tr><tr><td><strong>Introduce a holistic forum<\/strong><\/td><td>CEO<\/td><td>1 month<\/td><td>Faster coordination<\/td><\/tr><tr><td><strong>Establish common KPIs<\/strong><\/td><td>Management team<\/td><td>2-4 months<\/td><td>Reduced sub-optimization<\/td><\/tr><tr><td><strong>Introduce portfolio management<\/strong><\/td><td>Chief of Staff<\/td><td>3-6 months<\/td><td>Integrated resource management<\/td><\/tr><tr><td><strong>Establish a permanent coordination function<\/strong><\/td><td>CEO<\/td><td>6-12 months<\/td><td>Ownership of the whole<\/td><\/tr><tr><td><strong>Transforming towards value flow management<\/strong><\/td><td>Management team<\/td><td>12-36 months<\/td><td>Permanent elimination of silos<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><strong>The core of the solution is not more meetings or new processes. The core is to create a permanent and clear mandate for someone to own, coordinate, and develop the whole thing.<\/strong> In many organizations, a strong Chief of Staff function is precisely the missing link between strategy, leadership, and operational reality.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on\"\/>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><a href=\"https:\/\/chiefofstaff.se\/en\/start\/chief-of-staff-eng\/\">Go to the summary page-&gt;<\/a><\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><a href=\"https:\/\/en.wikipedia.org\/wiki\/Prioritization\" target=\"_blank\" rel=\"noopener\">Read more about prioritization-&gt;<\/a><\/p>\n\n\n\n<p class=\"ext-animate--on wp-block-paragraph\"><a href=\"https:\/\/chiefofstaff.se\/en\/start\/business-problems\/silos\/\" target=\"_blank\" rel=\"noopener\">Go to the business problem with organizational silos-&gt;<\/a><\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity ext-animate--on is-style-wide\"\/>","protected":false},"excerpt":{"rendered":"<p>Varf\u00f6r det inte alltid \u00e4r optimalt med organisationssilos Organisationer av olika slag, har med tiden kommit att bli allt effektivare i sina enskilda delar och samtidigt fungera allt s\u00e4mre som helhet. Under l\u00e5ng tid har specialisering, uppdelade ansvarsomr\u00e5den och separata budgetar bidragit till ett arbetss\u00e4tt d\u00e4r varje funktion utvecklar sina egna m\u00e5l, prioriteringar och processer. [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":416,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"page-with-title","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"wf_page_folders":[58],"class_list":["post-1920","page","type-page","status-publish","hentry"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.5 - aioseo.com -->\n\t<meta name=\"description\" content=\"Varf\u00f6r organisations silos skapar suboptimering och hur ett helhetsforum och Chief of Staff kan ena v\u00e4rdefl\u00f6det f\u00f6r b\u00e4ttre kundnytta.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"msvalidate.01\" content=\"8143a87b849842d4a5414370d2feac17\" \/>\n\t<link rel=\"canonical\" href=\"https:\/\/chiefofstaff.se\/en\/start\/affarsproblem\/silos\/losning-organisations-silos\/\" \/>\n\t\t<meta name=\"generator\" content=\"All in One SEO Pro 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