I'm speaking next week at an international conference. My topic is "breaking down organizational silos." Which is no easy task for any organization. Wherever it’s found, “silo mentality” becomes synonymous with power struggles, lack of cooperation, and loss of productivity.

Most silos operate in isolation. Because of silos, organizations misallocate resources, send inconsistent messages to the marketplace, and fail to leverage scale economies and to share valuable information. The foundation of a successful organization is an entire team focused on common goals. Silos erode this foundation. Silos can be monumentally inefficient and, worse, a major barrier to innovation, profitability -- and even survival.

But if silos are so bad, why do they exit? Well, for a couple of reasons . . .

Silos exist because we create them. Most companies are not organized around customer needs or outcomes. They are organized around functions (finance, sales, human resources, etc.), technologies, product lines, brands, etc. Then those silos are held accountable for performance within a narrow, often self-serving, focus. To make it worse, silos are left to compete with one another in the battle for funding, power and recognition.

In turbulent times, a silo mentality plays into the human belief that an "every man for himself” attitude is the only way to succeed. Nothing could be less true. In a crisis, it takes teamwork to produce innovative, cost effective and targeted products and services.

That’s why organizations that are serious about innovation and are striving to be more customer-centric do everything possible to break down silos and encourage communication and collaboration throughout the organization. Developing a culture for collaboration begins with silo-busting strategies: Flattening the organization, creating interdependent goals and rewards, supporting communities of practice, increasing cross-functional teamwork, and building trust between members of those teams.

There are mini-cultures in every organization. Regardless of the overall corporate culture, individual managers and team leaders can nurture a climate for collaboration within their own work group or staff. And the best of these leaders do so by taking the time and effort necessary to make people feel safe and valued. They emphasize people's strengths while encouraging the sharing of mistakes and lessons learned. They set clear expectations for outcomes and clarify individual roles. They help all members recognize what each of them brings to the team. They model openness, vulnerability and honesty. They tell stories of group successes and personal challenges. And most of all, they encourage and respect everyone's contribution.