But despite the negative connotation, silos aren't all bad. While they can hinder collaboration, according to M2 Events CEO Drew Ianni, silos are centers of expertise that shouldn’t necessarily be knocked down.
“To me, it's never been about blowing up the silos,” Ianni said. “It is about making the silos work better together because you don't want to lose the expertise."
Aside from bringing employees from different departments closer together, Forbes’s restructuring has also allowed employees in IT to become product owners instead of acting only as a support group for other departments, according to Zalatimo.
“Once you become proactive and more advisory instead of reactive, the work is no longer based on ‘when there’s a fire you got to put it out,’” Zalatimo said. “Now it’s based on trying to figure out how to make it better and there are always more ideas than there is time, so it takes a constant effort.”
During the process, Forbes switched to a continuous deployment strategy. Instead of releasing a batch of products once every week, continuous deployment enables Forbes to adjust products instantly. They now update and release products multiple times per day—much faster than the old approach.