Ensemble Office

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This particular organization built a fantastic menu of services to support their clients; however, most of their clients were unaware. Each department operated as a silo; they focused on the products and services they offer and hardly ever shared the full menu of services. At first glance, the lack of interest was easily perceived as a lack of buy in from the organization; however, that was not the problem. The main reason for this siloed approach came down to training. Each department was added; however, training and awareness was never adopted across the organization. Priority one was to work with each department to detail what their role is, how they serve clients, how they prefer to work with the other departments, and finally, what their department objectives are. From there, larger team meetings were facilitated to share this and to get buy in buy all departments to work together. We leveraged the EOS model to accomplish this and this model is still in use today by this organization.

Marketing in a siloed organization is challenging because each task, within each silo is a duplication of the efforts done by the other silos; but of course, no one knows that. After each department worked to identify their overall business objectives, including, in detail, what they had done in the past that worked and/or didn't work, a larger team meeting was held to discuss marketing. What was missing was the right facilitator of this meeting who could control the meeting and keep the members from focusing solely on their department. As a result, the participants in the meeting realized the level of duplication across all departments and instead of working individually, the team worked together to establish an organizational marketing plan that was approved and supported by each member. Department goals and initiatives were not changed; however, the path to success was altered based on the collective feedback and support of the other department members.

Silos stand alone, pillars support something larger. This was the message, delivered many times, to the entire organization. It's hard sometimes for someone who works in one area to truly understand the impact their actions have on the entire organization. The first step was to walk through how each department impacts the organization and how each department can and does impact the other departments. From there, leveraging the EOS L10 Model, we focused on team unity and cross team cohesiveness.