Siloer

A 'Siloer' refers to an individual or entity that operates primarily within a self-contained, isolated system, department, or information pool, often exhibiting a reluctance to share information, collaborate with, or interact with other parts of a larger organization or community. This behavior results in a fragmentation of resources, knowledge, and efforts, hindering cross-functional communication, innovation, and efficiency. Siloing can manifest across various domains, from businesses and government agencies to research institutions and even social groups. It frequently leads to duplication of work, missed opportunities for synergy, and an overall decline in organizational effectiveness. The term emphasizes the negative consequences of disconnectedness and the importance of fostering collaboration and integration.

Siloer meaning with examples

• The marketing team at the tech company was comprised of a group of siloers, rarely communicating with the sales department. This lack of communication led to the marketing team building campaigns that were ineffective, because they did not know what the salespeople needed to close deals. Eventually, the tech company lost out to their competitors.
• In a large hospital, doctors often function as siloers, focusing solely on their own specialties, rather than collaborating with other specialists. This lack of communication and cross-consultation results in sub-optimal patient care, missed diagnoses, and the potential for adverse reactions when medications and treatments conflict.
• The government bureaucracy was riddled with siloers; each department jealously guarded its data and budget, making inter-agency cooperation on vital projects, such as disaster relief or pandemic response, an arduous, slow, and often ineffective process.
• Researchers at the university, being siloers, were reluctant to share their data and findings across different departments and scientific disciplines, stifling innovation and preventing the emergence of potentially groundbreaking discoveries that could improve patient care and quality of life.
• The project manager, known to be a Siloer, failed to include the IT department in the initial design phase, leading to serious tech issues at launch. This neglect of crucial input resulted in a project that didn't work and caused a delay.
• The project manager who brought in new methodologies had to deal with a team of siloers. They did not use any of the new methodologies. This led to the project failing and the manager getting let go.