from John Bull Inc . was about more than just their dissatisfaction with day-to-day operations . Over time , they had seen a shift in the company ’ s culture , where once their opinions mattered and their contributions were celebrated , they now felt sidelined . As the CEO grew more authoritative , the space for collaboration and innovation shrank . Decisions were made without consultation , and the company began to prioritize short-term gains over long-term vision .
Even more troubling , these directors had watched how others who had spoken up were silenced or marginalized . Like the earlier example of the scapegoat who was close to the CEO , they saw how dissent was punished rather than welcomed as constructive feedback . When the directors realized that their voices were no longer being heard and that their values no longer aligned with the company ’ s , they made the painful decision to leave .
The departure of untouchables like Michael isn ’ t just about losing talent - it ’ s about losing the heartbeat of the company . These individuals carry with them institutional knowledge , deep relationships with clients and employees , and a strong connection to the company ' s history . When they leave , it ’ s not just their absence that is felt ; it ’ s the message that their departure sends to the rest of the workforce and indeed to all stakeholders .
For John Bull Inc ., the loss of these key directors had a profound impact . Employees began to question their own loyalty to the company . If the leaders they had looked up to were walking away , what did that mean for the company ’ s future ? Morale plummeted , and productivity dropped . The remaining leadership team scrambled to fill the gaps , but it was clear that the damage had already been done . When Silos Begin To Emerge
One of the most dangerous signs of an ailing company is the formation of silos - when departments or teams begin to operate in isolation , sharing little to no information or resources with others . Silos create an “ us vs . them ” mentality , stifling collaboration , slowing progress , and often leading to duplicated efforts or inefficiencies . What might seem like a simple lack of communication between teams can quickly spiral into a major organizational crisis if left unchecked .
Silos often emerge when departments focus solely on their own goals and lose sight of the company ’ s larger mission . Instead of working together to achieve a unified objective , teams become fixated on their individual targets . This fragmentation prevents the sharing of knowledge and ideas , which can have a devastating impact on the company ’ s overall performance .
But silos are not limited to departmental divisions . In many cases , silos form as a result of marginalization . When a group feels collectively marginalized - whether by position within the company , ethnicity , gender , or another criterion - they form their own “ silo ,” operating as a distinct entity within the larger organization . This type of marginalization-based silo creates an even deeper communication breakdown , where individuals or groups only interact within their silo , shutting out the rest of the company .
As communication breaks down , the grapevine becomes the most trusted and authoritative source of information . Instead of relying on official channels , employees start turning to rumours and hearsay to understand what ’ s happening in the
When people who were once so deeply ingrained in the culture and success of a company start to leave , it often points to systemic issues that have gone unaddressed . These individuals don ’ t leave over minor grievances . Their departure usually comes after a long period of feeling unheard , unvalued , or misaligned with the company ' s leadership and direction . organization . And as communication deteriorates , trust follows suit . When trust is low , employees become even more entrenched in their silos , reinforcing the division and ensuring that collaboration and productivity remain stifled .
If these silos are not addressed , they are a guaranteed recipe for disaster . The company becomes divided , employees feel alienated , and progress grinds to a halt . The organization is now teetering on the edge of a major crisis , and without swift intervention , it could find itself in the corporate equivalent of the ICU .
At John Bull Inc ., the formation of silos began subtly but grew to become one of the company ' s most significant challenges . What started as simple departmental pride - where teams took ownership of their roles - eventually turned into a toxic “ us vs . them ” dynamic that deeply fractured the company .
Initially , the marketing , sales , and product development teams worked closely together . They shared ideas , collaborated on projects , and celebrated collective successes . However , as the company expanded , leadership became increasingly focused on short-term departmental goals . Each team was given its own targets , and instead of focusing on how those targets aligned with the company ’ s larger mission , the teams became fixated on meeting their individual KPIs .
The marketing team , for example , was tasked with increasing brand awareness and reach , but the sales team ’ s focus was purely on immediate conversions . The product development team , meanwhile , was developing features that didn ’ t align with either marketing ’ s messaging or sales ’ customer feedback . As a result , the departments began to drift apart . They stopped sharing information , believing that their success was independent of the other teams .
This disjointed effort came to a head when the company launched a new product . Marketing had promoted the product heavily , focusing on features that they believed would attract customers . But sales had not been briefed properly and was not prepared to answer questions or address concerns raised by potential clients . To make matters worse , the product itself was missing key features that customers had requested , a fact that the product development team had failed to communicate to marketing . The launch was a failure , and instead of coming together to solve the problem , the departments blamed each other .
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