{"id":11946,"date":"2026-04-09T10:09:33","date_gmt":"2026-04-09T08:09:33","guid":{"rendered":"https:\/\/escp.eu\/thechoice\/?p=11946"},"modified":"2026-04-09T10:09:35","modified_gmt":"2026-04-09T08:09:35","slug":"hybridisation-when-companies-stop-thinking-in-silos","status":"publish","type":"post","link":"https:\/\/escp.eu\/thechoice\/tomorrow-choices\/hybridisation-when-companies-stop-thinking-in-silos\/","title":{"rendered":"Hybridisation: when companies stop thinking in silos"},"content":{"rendered":"\n

As roles merge and industries overlap, value is shifting from specialisation to connection. Philosopher Gabrielle Halpern explains why hybridisation is becoming central to how companies operate.<\/strong>
<\/h4>\n\n\n\n

If companies are built around specialised functions \u2013 finance, HR, operations \u2013 what happens when value comes from combining them? <\/p>\n\n\n\n

Philosopher Gabrielle Halpern<\/a> argues that \u201chybridisation\u201d \u2013 bringing together roles, sectors and skills that do not usually interact \u2013 is starting to alter how companies operate, innovate and organise work.<\/p>\n\n\n\n

\u201cHybridisation is the art of making improbable marriages,\u201d she says, having worked in the French government and advised companies on how to respond to complex, overlapping challenges.  <\/p>\n\n\n\n

In practice, that often means combining things that do not naturally fit \u2013 sectors, professions and functions \u2013 to create something new. \u201cHybridisation is a reciprocal metamorphosis,\u201d she says. <\/strong>For companies, that means value is no longer created within functions, but between them.<\/p>\n\n\n\n

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Hybridisation is the art of making improbable marriages.<\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

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\"Photo
\u00a9Fr\u00e9d\u00e9rique Touitou<\/figcaption><\/figure><\/div><\/div>\n<\/div>\n\n\n\n

Roles start to merge <\/strong><\/h2>\n\n\n\n

This is already happening to an extent. In companies across industries, silos are breaking down. Finance is moving closer to sustainability, while HR is increasingly tied to real estate as companies rethink offices and working patterns. \u201cBefore, the CFO and the CSR director were working independently\u2026now their missions are converging,\u201d Halpern says.<\/p>\n\n\n\n

She argues this is not a series of isolated trends or coincidences. It reflects the pressure to deal with climate, social and economic constraints at the same time. Many companies respond to these competing demands by pushing more collaboration between teams. But she says that does not go far enough. <\/p>\n\n\n\n

\u201cIt is not just a question of transversality and collaboration: because with transversality or collaboration, you go back to what you were before the common action,\u201d says Halpern. With collaboration, people go back to their roles. With hybridisation, those roles start to change.<\/p>\n\n\n\n

Innovation at the edges<\/strong><\/h2>\n\n\n\n

So does innovation. New ideas are increasingly coming from industries that previously had little connection. \u201cWe\u2019re seeing surprising links between sectors that seemed to have nothing to do with each other,\u201d Halpern says.<\/p>\n\n\n\n

She points to car manufacturers moving into healthcare, and real estate developers adapting housing for ageing populations. In each case, innovation comes from bringing together things that \u201cseem very different\u201d to \u201ccreate something completely new\u201d, she says.<\/p>\n\n\n\n

That shift is also changing how companies organise work. \u201cHybrid\u201d has come to mean working partly remotely. Halpern rejects that definition, and offers a new one: \u201cHybrid work is how you manage to create real meetings between people, between departments, between professions,\u201d she says. <\/p>\n\n\n\n

The focus is not where<\/em> people work, but whether they connect. Physical proximity does not guarantee exchange, and neither does digital connectivity. <\/p>\n\n\n\n

Breaking out of silos<\/strong><\/h2>\n\n\n\n

The main obstacle is how companies are structured. \u201cOur society is dying from the silos that divide us\u2026 from the boxes we confine others to and ourselves within,\u201d Halpern says. Those \u201cboxes\u201d are everywhere \u2013 in job titles, departments and industries. They help organise work, but they also limit it, breaking problems apart and missing how they fit together.<\/p>\n\n\n\n

That worked in a more stable environment. It no longer does. \u201cIf we consider the world with categorical thinking, we won\u2019t be able to deal with those crises and transitions,\u201d she says. Hybridisation is how companies deal with that, and it changes what they need from their people.<\/p>\n\n\n\n

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You can\u2019t put a label on a hybrid person\u2026 and there\u2019s nothing more frightening than when we can\u2019t categorise.<\/p>\n<\/blockquote>\n<\/div>\n\n\n\n

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\"\"<\/figure><\/div><\/div>\n<\/div>\n\n\n\n

Becoming a \u201ccentaur\u201d<\/strong><\/h2>\n\n\n\n

To describe the kind of employee companies now need, Halpern uses the image of the centaur. \u201cThe centaur\u2026 symbolises perfectly the question of hybridisation,\u201d she says.<\/p>\n\n\n\n

Half-human, half-horse, it represents what happens when categories are crossed \u2013 and why that is uncomfortable. \u201cYou can\u2019t put a label on a hybrid person\u2026 and there\u2019s nothing more frightening than when we can\u2019t categorise,\u201d she says. <\/p>\n\n\n\n

That discomfort is the point. Companies need people who can move across roles and functions. <\/p>\n\n\n\n

\u201cTo hybridise company employees, you have to help them to come out of their professional identity,\u201d she says. That means understanding how other roles work. \u201cThe idea is not to encroach on the territory of the other but to be able to understand the other,\u201d she says.<\/p>\n\n\n\n

For business leaders and students, this means changing how they work. \u201cHybridisation is first and foremost the simple idea of curiosity,\u201d Halpern says. It means stepping outside your role and engaging with other functions. <\/p>\n\n\n\n

It also requires humility. \u201cWe can only build bridges between worlds when we have learned to have a foot in several worlds,\u201d she says. And that is a necessity. \u201cBeing a centaur is not a luxury reserved for a select few; each of us has the responsibility to become one,\u201d she adds.<\/p>\n","protected":false},"excerpt":{"rendered":"

As roles merge and industries overlap, value is shifting from specialisation to connection. Philosopher Gabrielle Halpern explains why hybridisation is becoming central to how companies operate. If companies are built around specialised functions \u2013 finance, HR, operations \u2013 what happens when value comes from combining them?  Philosopher Gabrielle Halpern argues that \u201chybridisation\u201d \u2013 bringing together…<\/p>\n","protected":false},"author":1,"featured_media":11945,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[14],"tags":[25,42,16],"class_list":["post-11946","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tomorrow-choices","tag-future-of-work","tag-leadership","tag-strategy","category-14","description-off"],"acf":[],"yoast_head":"\nHybridisation: when companies stop thinking in silos - The Choice by ESCP<\/title>\n<meta name=\"description\" content=\"As roles merge and industries overlap, philosopher Gabrielle Halpern explains why hybridisation is becoming central to how companies operate.\" 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