Why do Lean-Agile leaders try to connect the silos of business, software, test, and quality assurance?

Question

Options

• ATo enforce organizational boundaries between functions
• BTo align around value
• CTo optimize vertical communication
• DTo allow friction between the teams

• A
  2% (1)
• B
  91% (40)
• C
  2% (1)
• D
  5% (2)

Explanation

Lean-Agile leaders break down silos between business, software, test, and QA specifically to align everyone around delivering value to the customer - when teams operate in isolation, they optimize for local goals rather than the shared outcome of working software that satisfies real needs. Option A is wrong because Lean-Agile actively tears down organizational boundaries rather than enforcing them. Option C is wrong because the goal is cross-functional horizontal collaboration, not vertical (hierarchical) communication chains. Option D is the opposite of the intent - friction between teams creates waste and delays, which Lean principles explicitly seek to eliminate.

Memory tip: Think of the acronym BSTQ (Business, Software, Test, QA) as spokes on a wheel - they only roll forward together when connected at the hub, and that hub is value. If any spoke is siloed, the wheel wobbles.

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