Search results

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

Organizational silos that build on the existing organizational structures are often considered to have negative effects in the form of focus on private narrow objectives and organizational fragmentation. To avoid such harmful outcomes, competence management is called for, and in this, the human resources (HR) function takes a key role. Among other things, it can provide basis for emergence and utilization of communities of practice (CoPs) that build on common interests and effectively cross organizational boundaries. These features of CoPs allow them to carry competences and ease knowledge transfer and to break down the harmful isolation. Quite paradoxically, the challenge is that CoPs can also form within silos, thereby strengthening isolation, and HR as a utility department can itself be particularly prone to the silo effects. Examination of boundaries and silos through an original study conducted in a Finnish energy sector company suggests that HR managers need competences outside their own expertise area and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same.

The study is based on qualitative research data gathered in four focus group interviews with HR personnel from an energy sector company in November 2012. Totally, 19 professionals were interviewed (five HR partners, five talent development and performance managers, five vice presidents of HR and four HR managers) in the four focus groups. The company’s HR personnel represented units from Finland, Sweden, Poland and Estonia.

Examination of boundaries and silos in the Finnish energy sector suggests that HR managers need competences outside their own field (e.g. knowledge of the business and offerings of the firm) and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same.

Research provided that CoPs can have different effects on silos. As they are capable of crossing organizational and functional boundaries, they may effectively mitigate adverse silo effects; however, if CoPs are formed within silos, they may strengthen isolation and fragmentation. In addition, utility departments and supporting functions are particularly prone to the risk of CoPs forming within silos. The HR function is one manifestation of this. Paradoxically, it also has the potential to enhance the other type of effects that CoPs can exert, as competence management can be used to foster intentional and self-organizing CoPs that counter silo effects.

This paper aims to explore the capacity of Australian silo art from a creative placemaking perspective. The paper also takes up this case as fertile ground for probing into the complexity of creative placemaking.

The case study approach is exploratory, drawing on public documents and media sources to thematically (i.e. qualitatively) analyse the factors, actors and processes that pertain to how Australian silo art can contribute towards empowering communities, activating everyday spaces and, ultimately, making socially connected and resilient places.

Each theme encapsulates a particular interplay: (1) physical space – social place, (2) past – present – future place, (3) bottom-up – top-down energies, (4) residents – tourists, (5) urban – nonurban place and (6) material – digital place.

Rather than proffering conclusions about the current impact of silo art on local communities, the paper illuminates the practical workings of silo art as a potential form of creative placemaking. Additionally, thinking of creative placemaking in terms of ongoing interplays could stimulate and expand knowledge and practice in this domain.

This paper initiates and charts a course for a rigorous and critical investigation into silo art as a substantive cultural and artistic phenomenon and a meaningful chapter in regional arts and creative placemaking in Australia. The interplays distinguished provide an additional basis for probing further into the many layers and overall complexity of creative placemaking.

The purpose of this paper and its companion (Part I: single and two‐component supply chains) is to investigate methods to tackle complexities, constraints (including time‐varying constraints) and other challenges. In this part, attention is devoted to multi‐silo supply chain and the relationships between the components. The first part of the paper aims to consider two types of experimental supply chains: with one‐to‐many and many‐to‐one relationships. The second half of the paper aims to present two approaches on optimising the material flow in the real‐world supply chain network.

Cooperative coevolutionary and classical sequential approaches are taken to address the experimental multi‐silo supply chains. Due to the nature and the complexity of the supply chain presented in the second half of the paper, evolutionary algorithm was not sufficient to tackle the problem. A fuzzy‐evolutionary algorithm is proposed to address the problem.

The proposed systems produce solutions better than solutions proposed by human experts and in much shorter time.

The paper discusses various algorithms to provide the decision support for the real‐world problems. The system proposed for the real‐world supply chain is in the process of integration to the production environment.

The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees are closely connected to customers, the resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front‐line employees.

Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front‐line employee participants with data collection occurring over a six‐month period. A variety of data sources were used including open‐ended reciprocal interviews, member‐checking interviews, observation, and collection of participant and researcher artifacts.

Findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience(s). This reactive and inwardly focused construction of silos often serves company rather than customer needs and can result in deteriorating service levels based on the type of customer‐company interaction occurring.

Contrary to how most customer service processes are designed by management, not all customer‐company interactions are alike and vary both in regard to the degree of knowledge needed by front‐line employees to fully serve customers, and the routine or non‐routine nature of the interaction. A two‐by‐two matrix is presented to highlight the impacts of silos occurring for various interaction types.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is one of the most common refrains within the walls of the modern organization – “we need to break down silos,” “we need to stop siloed thinking,” and “we need to change the silo mentality.” Anyone would think there is a war on silos and their seemingly catastrophic effects. However, the refrain is not a new one, and despite the war on silos, they seem to still exist and proliferate like weeds in a garden. Surely, we have got the idea by now that they are not a good thing and that we need to destroy them once and for all?

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper and its companion (Part II: multi‐silo supply chains) is to investigate methods to tackle complexities, constraints (including time‐varying constraints) and other challenges. In tis part, the paper aims to devote attention to single silo and two‐silo supply chains. It also aims to discuss three models. The first model is based on the winebottling real‐world system and exposes complexities of a single operational component of the supply chain. The second model extends it to two components: production and distribution. The last system is a real‐world implementation of the two‐component supply chain.

Evolutionary approach is proposed for a single component problem. The two‐component experimental supply chain is addressed by the algorithm based on cooperative coevolution. The final problem of steel sheet production is tackled with the evolutionary algorithm.

The proposed systems produce solutions better than solutions proposed by human experts and in a much shorter time.

The paper discusses various algorithms to provide the decision support for the real‐world problems. The proposed systems are in the production use.

In transportation and distribution systems, the shipment decisions, fleet capacity, and storage capacity are interrelated in a complex way, especially when the authors take into account uncertainty of the demand rate and shipment lead time. While shipment planning is tactical or operational in nature, increasing storage capacity often requires top management’s authority. The purpose of this paper is to present a new method to integrate both operational and strategic decision parameters, namely shipment planning and storage capacity decision under uncertainty. The ultimate goal is to provide a near optimal solution that leads to a striking balance between the total logistics costs and product availability, critical in maritime logistics of bulk shipment of commodity items.

The authors use simulation as research method. The authors develop a simulation model to investigate the effects of various factors on costs and service levels of a distribution system. The model mimics the transportation and distribution problems of bulk cement in a major cement company in Indonesia consisting of a silo at the port of origin, two silos at two ports of destination, and a number of ships that transport the bulk cement. The authors develop a number of “what-if” scenarios by varying the storage capacity at the port of origin as well as at the ports of destinations, number of ships operated, operating hours of ports, and dispatching rules for the ships. Each scenario is evaluated in terms of costs and service level. A full factorial experiment has been conducted and analysis of variance has been used to analyze the results.

The results suggest that the number of ships deployed, silo capacity, working hours of ports, and the dispatching rules of ships significantly affect both total costs and service level. Interestingly, operating fewer ships enables the company to achieve almost the same service level and gaining substantial cost savings if constraints in other part of the system are alleviated, i.e., storage capacities and working hours of ports are extended.

Cost is a competitive factor for bulk items like cement, and thus the proposed scenarios could be implemented by the company to substantially reduce the transportation and distribution costs. Alleviating storage capacity constraint is obviously an idea that needs to be considered when optimizing shipment planning alone could not give significant improvements.

Existing research has so far focussed on the optimization of shipment planning/scheduling, and considers shipment planning/scheduling as the objective function while treating the storage capacity as constraints. The simulation model enables “what-if” analyses to be performed and has overcome the difficulties and impracticalities of analytical methods especially when the system incorporates stochastic variables exhibited in the case example. The use of efficient frontier analysis for analyzing the simulation results is a novel idea which has been proven to be effective in screening non-dominated solutions. This has provided the authors with near optimal solutions to trade-off logistics costs and service levels (availability), with minimal experimentation times.

The continued poor performance of many retailers trading internationally suggests that effectively managing international operations continues to be a source of great difficulty. This paper presents short case studies of the ways in which two leading UK retailers – Dixons and Laura Ashley – have, by very different mechanisms, expanded their businesses outside the UK. For both companies, a review of their motivations for and philosophies on trading internationally is followed by some observations on the management of their international operations. Both companies have recently restructured their management in an effort to move away from a “multi‐domestic” management style and towards a more integrated “transitional” approach.