The document discusses strategies for overcoming "data silos" or lack of collaboration between different teams in an organization. It suggests creating a functional theory by defining problems, criteria for solutions, potential solutions, and evaluating solutions based on criteria. It also recommends being a probabilistic communicator by objectively observing issues and recommending solutions, and investing in people by talking to different teams to understand challenges and expressing gratitude. The overall goal is to use the right information and stories to drive change across organizational divisions.

1. LOOK MOM, I’M
BEING STRATEGIC!
James Valentine | twitter: @valentinejames | james@finch.com

2. This presentation is based on
research I did while working
on my Masters around
strategic communication
within an organization that I
feel helped me be a better
analyst.
To do that let met first put
forward a hypothesis as to
why data silos can be so hard
to overcome. I’ll then share
some principles and practical
steps for dealing with it in
your daily work.

3. TYPICAL ORG. CHART
Reporting structures are
created based on different
roles.

4. TYPICAL ORG. CHART
Reporting structures are
created based on different
roles.

5. TYPICAL ORG. CHART
We differentiate roles to
reduce duplicated effort and
in that sense bureaucratic
differentiation create
efficiency.

6. How we are
conditioned
to function:
So when we are hired we are
introduced to how things
work…

7. You Are Here

8. Referential Power - Learned identity within
the organization based on its structure.

9. But we often
need to work
like this:

10. Let’s take a closer look.

11. You and me are in the same
organization, but in different
verticals.

12. By virtue of the structure, by
default there’s a void between us.

13. The org. structure doesn’t lend
itself to this collaboration so most
progress here is made first
through interpersonal
relationships.

14. But if pressure mounts or
collaboration stalls, this can be
fragile. In the absence of
structure, individuals consolidate
power and revert back to what
they know …

15. When collaboration
stalls or pressure
mounts, we revert
back to what we
know…
And what they know comes from
their identity in the structure.
This is why even when some
progress is made in breaking
down silos, without continued
investment, things can regress
back quickly.

16. So that’s the challenge to
overcome. What can be done
about it?
At conferences you’ll hear
case studies where
individuals talk about finding
executive sponsorship.

17. GET AN EXECUTIVE
SPONSOR
THE HOLY GRAIL
So that’s the challenge to
overcome. What can be done
about it?

19. Remember “referential
power?” An executive
sponsor serves as a
reference point that all within
the organization can readily
acknowledge.

20. They can help facilitate
horizontal collaboration in a
number of ways.

21. The effect is a vertical
reference point that paves the
way for horizontal process.

22. Understanding these
dynamics there’s a lot you
can do to seek out that
executive sponsorship.
But in the absence of that
sponsorship, what then?

23. UNDERSTANDING HOW
AND WHY THIS HAPPENS
ALLOWS YOU TO PREVENT
AND PREPARE
THERE’S STILL HOPE

24. Create a Functional Theory
Be a Probabilistic Communicator
Invest in People

25. Be a
Probabilistic
Communicator
• Avoid accusations
and assumptions:
make it safe.
Probabilistic
From Nate Siliver’s
The Signal and the Noise

26. Fear
Uncertainty
Doubt
Opportunity
Value
Gains
Background/
Context
Current
Position
LIKE A HURRICANE
+ -

27. Fear
Uncertainty
Doubt
Opportunity
Value
Gains
State Observation
Articulate Potential Impact
Make Recommendation
Background/
Context
Current
Position
LIKE A HURICANE
+ -

28. Be a
Probabilistic
Communicator
• Observe, articulate
impact, and make
recommendations
• Avoid accusations
and assumptions:
make it safe.

29. Create a
Functional
Theory
Functional Theory
An organizational
communication term.
The process I am about to
outline will likely seem like
common sense, but common
sense is rarely common
action.

30. • Define the problem
Create a
Functional
Theory
Seems straight forward
enough, right?

31. • Define the problem
• Identify the criteria
for a good solution
Create a
Functional
Theory
And here’s where
things can start to
break down…

32. • Define the problem
• Identify the criteria
for a good solution
Create a
Functional
Theory
This step often gets skipped because
we make assumptions about being on
the same page.

33. • Define the problem
• Identify the criteria
for a good solution
Create a
Functional
Theory
You can help make sure this doesn’t
get skipped in meetings and
conversations you are in.
So what I’m hearing from what you are
saying, whatever the solution is, it
needs to have such-and-such
characteristic?

34. • Define the problem
• Identify the criteria
for a good solution
• List the possible
solutions
Create a
Functional
Theory We often skip straight
to this step because it
feels like we’re making
progress.

35. • Define the problem
• Identify the criteria
for a good solution
• List the possible
solutions
• Evaluate the
solutions based on
the established
criteria
Create a
Functional
Theory

36. • Define the problem
• Identify the criteria
for a good solution
• List the possible
solutions
• Evaluate the
solutions based on
the established
criteria
• Select a solution
Create a
Functional
Theory
Documentation is a great way
to help make this happen. It
becomes something to fall
back on, rather than falling
back into vertical.

37. Invest in
People
• Talk with everyone
Find ways to regularly
associate with people from
across the organization.
Sales, marketing, account
management, product
managers, finance,
development, executives.

38. Invest in
People
• Talk with everyone
Two questions to help you get
started:
1) What are the biggest
problems you are trying to
solve?
2) What keeps you up at
night?
This will help you better
understand how to position
your services and your data.

39. Invest in
People
• Talk with everyone
• Express gratitude:
celebrate the small
wins
Simple exercise I highly
recommend:
Take two minutes at the
beginning of the day to write
a quick thank you email to
one of your co-workers.

40. Create a Functional Theory
Be a Probabilistic Communicator
Invest in People

41. IS TELLING THE RIGHT
STORIES WITH THE
RIGHT INFORMATION
THAT DRIVE CHANGE.
YOUR CORE SKILL

42. Thanks.