I work on a fairly large portfolio team within the Information and Communications Systems department—approximately ninety people who are organized into five or six project teams, each focused on delivering products for the Missionary and Public Affairs departments of the Church.

But we have a problem: the project teams have become siloed. This is because we do not have an effective means of cross-portfolio collaboration in real-time.

This problem manifests itself in a number of ways, including the following:

  1. When a technical problem is discovered by a team, a cultural boundary causes the team to feel that they’re on their own to solve it.
  2. We have no discoverable history of successes and failures, and consequently project teams either re-invent the wheel or repeat the mistakes of other teams.
  3. The perception of bureaucracy causes us to be inefficient while we wait for meetings and use the organizational hierarchy to disseminate lessons learned and best practices discovered by project teams.
  4. We think and behave in ways that prevent synergy and cause miscommunication, both of which lead us to false thinking. For example, we tend to promote false assumptions such as the following:
    • “My problems are unique.”
    • “Everyone sees my problems.”
    • “Everyone would see the same solutions as I do.”
    • “If I can’t solve it, nobody can.”

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