Just because you can see each other doesn’t mean the silo is still not there

Widgets Corp. set out to become more effective and efficient in delivering exactly what their clients needed. CEO John Smith championed the initiative, investing in robust learning programs, setting a clear roadmap, and rallying the whole organization around a shared finish line. Excitement was high—everyone was eager for the transformation.

After the training wrapped up, agile teams got to work on their new product. At first, everything felt great. The energy was infectious, and the “honeymoon period” had everyone believing they were on the right track.

However, after a while, cracks began to appear. John noticed small disagreements and infighting cropping up. Meetings were held to boost motivation and teamwork, and for a short while, the results were positive. But it didn’t last. Over time, these issues became “just the way things are.” People shrugged off obstacles, and the idea of continuous improvement turned into little more than a buzzword.

Eventually, John grew frustrated with the complacency. Yes, product delivery was faster than before, but competitors were catching up—or even surpassing us—in terms of innovation and features. John realized it was time to take a hard look at their agile journey.

What he discovered was eye-opening: the company had focused so much on speeding up product delivery that they neglected the rest of the organization. Silos between business and technology teams were holding them back, and differences in behaviour and ways of working were causing friction.

John put it perfectly at a town hall:

“We’re like a two-car race team that needs to cross the finish line together. One car is a Corvette, the other a Chevette. We’re limited by the slower car, never realizing the full value of the faster one.”

With this new perspective, Widgets Corp. launched a broader effort to align all teams, including both business and technology. The focus shifted to matching “horsepower” across the board and tearing down silos. Soon, teams that once worked in isolation became a single, high-performing unit. The value everyone had hoped for finally started to materialize.

True agile transformation isn’t just about faster delivery; it’s about bringing the whole organization along for the ride. When business and technology teams move in sync, obstacles disappear, collaboration flourishes, and everyone wins.