Скачать или смотреть One Company Strategy: Break Silos and Move Faster

Run your organization as one company, not many. This episode shares a practical one-company strategy to break silos and move faster with real examples from Goldman Sachs, Heinz, Fidelity, Nordstrom, Walmart, Apple, Sony, Applebee’s, and TGI Fridays. You’ll learn how shorter, scannable artifacts unlock selling time at Goldman Sachs, how factory matchmaking at Heinz turns excess capacity into savings, why over‑servicing overnight support in retail destroys ROI, and how procurement and marketing misalignment leads to waste that companies like Walmart avoid with smarter vendor partnerships. We also discuss what Apple’s unified approach got right, why Sony’s division‑driven model struggled by comparison, and how brand collaborations like Applebee’s and TGI Fridays product licensing demonstrate cross‑team wins that compound.

What you’ll learn

The cost of silos and a repeatable one-company operating model
Artifact upgrades that speed decisions and reduce busywork
A 60‑minute “speed collaborating” format any team can run
Incentives and recognition that make collaboration the default
How to align procurement, R&D, marketing, and operations around shared outcomes

Who it’s for

Leaders and operators who want faster execution, fewer handoffs, and better customer experiences, especially at enterprise scale, where silos form easily.

Chapters:

00:00 Intro
00:32 Why companies don’t act as one company
01:26 Glassdoor example at Fidelity
02:30 Why silos happen and how they hurt execution
03:09 Goldman Sachs binder problem and the “Chinese wall” myth
04:25 Fix: shorter report formats approved by audit/legal
05:27 Result: reclaiming 2 hours and major revenue lift
05:31 Heinz Europe: 30 factories, siloed awareness
07:07 Heinz US: cross-division collaboration and licensing idea
08:07 Applebee’s/TGI Fridays licensing to retail (Walmart pitch)
09:21 Heinz “dices in tomato sauce”: smaller dices reduce downtime, boost sales
12:06 Retail call center: overnight support analysis and right‑sizing
14:47 Service design notes and the Nordstrom piano anecdote
15:29 SKU chaos: frozen pizza pepperoni consolidation to cut costs
17:29 Procurement vs. product assumptions and vendor poster waste
18:52 Poster fix: custom counts beat blanket seven‑poster orders
19:23 Force multiplier: talk across divisions to find simple wins
20:25 Cross‑pollinate managers to break silo thinking
21:07 Apple vs. Sony: unified org vs. divisions (Walter Isaacson insight)
22:02 Speed collaborating: 10–20 minute cross‑team rotations
22:58 Budget challenge: make cost‑imposers justify requirements
23:33 Steering committee: shared visibility to spark collaboration
24:38 Incentives: align bonuses to shared goals, not divisions
26:03 Recognize cross‑team wins to reinforce behavior
26:38 Boots‑on‑the‑ground rule for new projects

#breaksilos #collaboration #incentives #operating #customerexperience , #costsavings #governance #steeringcommittee #speedcollaborating #goldmansachs #heinz #Fidelity #Nordstrom #Walmart #Apple #Sony #applebees #tgifridays

Learn more at harvestearnings.com

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