In the lead-up to today’s Dutch parliamentary elections, we continually witness how political parties defend their own positions, often at the expense of constructive collaboration. This dynamic is surprisingly familiar to anyone who has worked in a large organization. The parallels between election campaigns and organizational silos are striking, and both can be damaging to the broader mission.

Just as political parties prioritize their own agendas over national unity, departments within organizations often pursue isolated goals, leading to fragmentation, inefficiency, and missed opportunities. In both cases, the absence of a shared vision undermines progress. The way forward lies in working together toward a shared goal, aligning diverse perspectives around a common purpose to create meaningful impact.

Fragmentation in politics

As we prepare for parliamentary elections today, the political landscape is more fragmented than ever. With over two dozen parties vying for influence, the debates are intense, and the divisions are deep.

This fragmentation has real consequences. Coalition-building becomes a game of compromise, where long-term vision can be traded for short-term wins. The result? Delayed decisions, and a growing sense of public frustration.

Silos in software teams

Software engineering teams, especially in large organizations, often mirror this political dynamic. Teams operate like mini-parties, each with their own priorities, language, and metrics for success.

Conway’s Law captures this perfectly; Organizations design systems that mirror their own communication structures. When teams are siloed, their results end up the same way. They will be fragmented, inconsistent, and hard to integrate.

Just like in politics, the lack of a shared vision leads to inefficiency. Teams duplicate efforts, resist collaboration, and sometimes even compete internally. The organization starts to resemble a fragmented network of disconnected teams rather than a cohesive unit.

The cost of division

Whether in parliament or the boardroom, division comes at a cost. In politics, it means delayed legislation and eroded public trust. In software teams, it means missed deadlines, technical debt, increased cost, and frustration.

Both systems suffer when individuals or groups prioritize their own success over collective progress. The absence of a shared purpose turns collaboration into negotiation, and strategy into compromise.

Conclusion

Whether in politics or in software development, the temptation to prioritize individual interests over collective progress is strong. But as we’ve seen in both the parliamentary arena and the tech world, fragmentation leads to stagnation. The most resilient systems, are those that embrace diversity of thought while committing to a shared purpose. Conway’s Law reminds us that fractured communication produces fractured results.

As voters, we hope for leaders who can rise above party lines to serve the common good. As engineers, we strive to do the same within our teams and departments. Breaking down silos isn’t just a managerial challenge, it’s a cultural shift that starts with recognizing that collaboration is not a compromise, but a strength.

And if you haven’t yet, go vote today.

Change, in politics or in organizations, always begins with participation.

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