Breaking down corporate silos: The legal department’s subtle superpower

Before becoming in-house legal counsel, I spent 8 years in one of the most siloed organizations: local government. My clients consisted of nine separately elected officials, each running their own office and staff, often in markedly different directions. Every two years, when elections rolled around, those directions could change abruptly with new leadership and new priorities. 

Some departments shared information freely; others operated in near isolation. Some brought legal issues forward early; others waited until problems had already hardened into disputes. Even where the shared vision was simple and clear, to provide taxpayers with necessary public services, the execution frequently became murky and confusing. The flow of information was stunted; legal issues surfaced late, sometimes unexpectedly, and the flow of knowledge, culture, and vision was uneven across the organization, undermining efficiency and morale. 

Those experiences are less obvious but still present in an in-house environment. While corporate structures differ from those of government entities, the problem of organizational silos is strikingly universal. But the news isn’t all bad, as breaking down silos is a subtle superpower of the legal function.  

What are corporate silos – and why they matter 

A ‘silo’ in the corporate sense refers to barriers in communication and collaboration between departments. Such silos have long been identified as a drain on efficiency, culture, collaboration, and an organization’s ability to implement change. For in-house legal teams, silos are not an abstract problem. They directly affect our ability to anticipate risk, support strategy, and serve as effective business partners. 

The real question for legal leaders is not whether silos exist, but how to recognize and help dismantle them. 

Signs of a siloed organization 

One of the clearest signs of a siloed organization is a slow or inconsistent flow of information to the legal function. Imagine what your work would look like if you were rarely asked questions or brought into projects early. For most in-house attorneys, the core of the job is reactive and proactive: listening, spotting issues, asking follow-up questions, and translating legal risk into business ready advice. A legal department is only as effective as the information it receives. In siloed environments, information trickles in too late, or not at all. 

Closely related to the silo is a pervasive ‘stay in your lane’ mindset, where departments see cross-functional engagement as interference rather than value add. Business teams may view legal as a necessary backend reviewer rather than a strategic partner, leading to a narrow definition of when legal involvement is “appropriate”. 

This dynamic deprives legal of our superpower. We are most impactful when we understand not just the legal issue, but the business objectives, operational constraints, and internal pressures driving a decision. Too often in siloed organizations, legal is not provided with the whole picture. 

Importantly, this is not just a legal department problem in my experience. Compliance, privacy, security, HR, finance, and IT teams frequently experience the same isolation. Silos fragment institutional knowledge and inhibit the organization’s ability to respond quickly and coherently to change. 

Data bears this out. A PwC study on organizational effectiveness found that only 36 percent of companies “prioritize a few cross-functional capabilities” and link them to leadership goals. By contrast, 55 percent of companies reported that they operate primarily in silos, with each function independently deciding what capabilities matter most. Yet, 61 percent of companies “say the solution to reaching their strategic goals is collaborating more across functions, paired with faster decision making,” showing a gap between recognition and execution.1 

Legal’s role in breaking down silos 

Legal may not own the organization’s approach to cross-functional collaboration, but we are uniquely positioned to influence it. Thanks to our proximity to nearly every part of the business, legal departments can exercise our subtle superpower of creating connections, if we’re intentional about it. Here are practical strategies I have employed to help break down silos. 

1. Listening, sharing information, and making yourself visible – deliberately and actively 

Breaking down silos starts with listening and not waiting for issues to land in your inbox. It means seeking opportunities to understand how other departments operate, what pressures they face, and what success looks like from their perspective. Regular check ins, informal conversations, and attendance at meetings can surface issues early and build trust long before legal advice is needed.  

Visibility matters, and a good way to be visible is by regularly attending meetings of other departments, even when legal input is not explicitly requested. I have sat in many meetings that don’t necessarily seem like they need legal in attendance. When meetings come your way, say yes, even if you’re unsure how you’ll contribute. In many cases, your value comes from asking the right question, not delivering a legal monologue. These meetings still present great opportunities for us to find nuggets of information on the business or a possible issue that could help aid our advice. 

Invite key partners to your team meetings. We have discovered other silos that departments in our organization are trying to overcome by inviting them to present at our meetings. For example, in meetings with certain teams, we learn about key areas we should be bringing to their attention in contract reviews, and this enables us to connect them with other departments in the business who can benefit from additional information and training.  

These actions normalize legal’s presence and make it easier for colleagues to reach out early and often, rather than after issues arise.  

2. Sometimes, press your way in 

There will be moments when waiting for an invitation to a group or meeting is a mistake. When you see recurring risk patterns or activities that clearly implicate legal obligations, it may be appropriate to push your way into the conversation. In some cases, I have had to send messages and then add myself to a person’s calendar to discuss. I also usually try to introduce myself early to new employees in the organization who I may need to work with, and to give them some insights into the types of assistance my team and I can provide.   

Another key activity here is to educate your leadership on why early cross-functional engagement leads to better outcomes and faster execution with the legal department involved.  

Often, legal doesn’t get involved until work projects are at or near completion, resulting in legal having to make changes that push them back. Ask to be included in project planning meetings at the front end and show the value you can add in asking critical questions and providing connections to other groups in the organization that may be able to assist.  

3. Using technology to bridge gaps 

Technology can either reinforce silos by being limited and controlled by select groups or dismantle them by enabling cross-functional collaboration. As noted by PWC, silos are most evident when new technology is being implemented. Because the implementation of new technology often requires the work of IT teams, users, and many others in the organization, the implementation of new technology can quickly fail if a ‘you do your work, and I’ll do mine’ mentality is adopted.  

4. Building responsibility centers, not silos 

One effective reframing is the shift from silos to responsibility centers, cross-functional groups aligned around outcomes rather than org charts. Legal can help foster these centers by framing issues holistically and encouraging collaboration across functions. 

5. Teaching, training, and simply saying hello 

Finally, don’t underestimate the power of simple outreach. Offer practical training to the functions in your organization. Take the time to introduce yourself and listen. This is especially relevant for lean legal teams, where curiosity and relationship building can substitute for headcount, as you can call on partners in other departments on a given issue or project. 

Conclusion 

Silos rarely disappear on their own. They persist because organizations default to department structures and specialization. But legal departments are both affected by silos and uniquely positioned to challenge them. 

In my experience, real progress often begins with deliberate cross-functional efforts. The process itself, bringing people together, is as valuable as the outcome. 

For in-house counsel, breaking down silos is not extra work: it is core to risk management, business partnership, and job satisfaction. When information flows freely, surprises diminish, trust increases, and legal can do what it does best: help the organization move forward, thoughtfully and together. This is our subtle superpower.