Michael Wu – Breaking down silos

I think that to have a completely fluid kind of unstructured company is probably unreasonable. I wouldn’t say it’s completely unreasonable, but it’s probably unreasonable.

You could think of it from, by looking at biology. I mean, clearly I’m made of millions of cells, but it’s not like every single cell in my body is the same. I have a muscle cell, I have skin cell, they do different thing and they organize themselves into different organs or system that does different tasks.

So, there are need to be some different–there need to be some department, but the key is that those department need to communicate with each other. I think the breaking down of silo doesn’t mean that you have to do, I don’t know, you put an engineer in the marketing team–it doesn’t mean that. It means that the engineer should be aware of what the marketing doing and the marketing should be also aware on what are the engineers are doing as well. I think that awareness and being communicative in both sides is what it means to break down those silos.

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