Avoiding silos is hard, yes, and not everyone will see specialization as a bad thing. I can't force people to learn if they aren't motivated just I was unable to absorb information while having peer knowledge transfer presentations forced upon me at regular intervals.
I would challenge the idea that "specialization" is a value to an organization. I'm not against the notion of subject matter experts on a team, but just because I know more about one kind of technology doesn't mean I want the burden of having ALL tasks related to that technology assigned to me. What is more valuable to an organization, one specialist or a team of capable developers armed with the same knowledge that an expert shared with them? When resources and time are tight, having many capable developers is always better than one person.
Specialists are ok, but why stop at any one subject? If an expert imparts their knowledge to others, it frees them to become proficient in another area.
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Avoiding silos is hard, yes, and not everyone will see specialization as a bad thing. I can't force people to learn if they aren't motivated just I was unable to absorb information while having peer knowledge transfer presentations forced upon me at regular intervals.
I would challenge the idea that "specialization" is a value to an organization. I'm not against the notion of subject matter experts on a team, but just because I know more about one kind of technology doesn't mean I want the burden of having ALL tasks related to that technology assigned to me. What is more valuable to an organization, one specialist or a team of capable developers armed with the same knowledge that an expert shared with them? When resources and time are tight, having many capable developers is always better than one person.
Specialists are ok, but why stop at any one subject? If an expert imparts their knowledge to others, it frees them to become proficient in another area.