Most leaders treat silos as a collaboration problem.

In this episode, Chris and Colin argue they’re something else entirely.

Silos aren’t caused by people failing to work together — they’re the natural output of the systems those people are working in.

Through real-world examples, systems thinking, and practical tools, this episode breaks down:

1. why smart, well-intentioned teams still end up working at cross-purposes
2. how organizational structure quietly overpowers individual intent
3. and what leaders can actually do to diagnose and fix the real causes of siloed behavior.

This is a diagnostic-first conversation focused on fixing systems, not blaming people.

1. Why silos form even when everyone is competent and motivated (Hint: structure beats intent, every time.)
2. The difference between people problems and system problems — and how to tell which one you’re actually dealing with.
3. Why “alignment meetings” rarely create alignment and often make the underlying issues worse.
4. How Conway’s Law shows up in customer experience (your org chart leaks into your product).
5. Why coordination costs rise exponentially as organizations scale — and what that means for growth teams.
6. How to spot systemic friction including misaligned goals, unclear ownership, broken handoffs, and siloed data.
7. Value Stream Mapping, explained simply and why it’s one of the most powerful tools for diagnosing growth friction.
8. A concrete lead management example showing how hours of delay and wasted effort can be eliminated with better system design.
9. The role of shared goals, shared context, and incentives in breaking silos sustainably.
10. Practical advice you can apply this week without mapping your entire organization or launching a transformation program.

Summary

In this episode, Colin and Chris explore the concept of self-organization as a superpower for B2B growth. They discuss the paradox of agility versus control, the impact of bureaucracy on innovation, and the cultural biases that lead to over-control in organizations. Through the metaphor of a bowling lane, they illustrate the importance of clear purpose and boundaries in enabling teams to self-organize effectively. The episode also features a case study on Burt's Org, a healthcare company that successfully implemented self-organizing teams, leading to improved outcomes. The conversation concludes with practical advice for leaders on fostering self-organization within their teams.

Chapters

00:00 Introduction to Growth Systems

02:48 The Paradox of Agility and Control

05:50 The Impact of Control on Innovation

08:39 Cultural Bias Towards Control

10:31 The Bowling Lane Metaphor for Purpose

12:53 Case Study: Burt's Org and Self-Organization

15:42 Implementing Self-Organization in Teams

17:41 Final Thoughts on Control and Growth

Keywords

B2B growth, self-organization, agility, control, innovation, management, organizational design, growth systems, leadership, team dynamics

In this episode of The Growth System, Colin and Chris explore the concept of mastery within B2B growth systems, emphasising the importance of personal and professional development. They discuss the role of psychological safety in fostering an environment where individuals can thrive and the need for organisations to understand the dimensions of mastery, including technical proficiency, strategic understanding, and transformative capability.

The conversation also highlights the risks associated with mastery silos and skills decay, advocating for a more holistic approach to knowledge transfer and development within organisations.

In this episode, Chris and Colin discuss the importance of managing intellectual capital within organisations, emphasising the need for active management to prevent skills decay. They explore the role of feedback loops in knowledge management and how embedding AI mastery is crucial for future organisational success.

The conversation also delves into the concept of collective mastery and networked intelligence, highlighting the significance of cultural fit in hiring practices. Finally, they touch on the future of intellectual capital and the integration of AI in organisational processes.

00:00 Understanding Mastery in Growth Systems

06:01 The Role of Psychological Safety

14:05 Dimensions of Mastery

20:10 Breaking Down Mastery Silos

24:29 Addressing Skills Decay

27:36 Managing Intellectual Capital

30:12 Feedback Loops in Knowledge Management

34:37 Embedding AI Mastery in Organizations

41:15 Collective Mastery and Networked Intelligence

48:38 The Future of Intellectual Capital and AI