魏建国 建设中国特色自由贸易港，是新时代赋予海南的重大历史使命，也是我国推进高水平对外开放，探索制 度性改革的关键实践。在国际先进经验的基础上，海南自贸港的建设立足中国国情，彰显中国特色， 以"大胆闯、大胆试、自主改"的改革锐气，走出了一条兼具开放活力与制度特色发展之路。同时，在此 进程中，也要走出一些认识上的误区，锚定核心使命，从而更好完成这一历史重任。 免税购物固然是吸引人气、繁荣市场的良好起点，但真正的"直通车"，指的是货物、资金、人员、数据 等生产要素的自由高效安全流动。这要求海南在"一线放开"的同时，必须建立起精准高效的"二线管 住"能力，包括在促进跨境贸易和投融资便利化方面，进行深度的金融、外汇管理改革；在吸引全球人 才方面，要突破性地优化签证、居留、执业等管理制度；在数字经济方面，则要持续探索数据跨境流动 的安全有序管理机制。建设"直通车"，本质是要构建一个高度自由便利、法制完善、监管有效的流动空 间。 走出"本位主义"误区，践行开放包容的共享观念。从微观看，自贸港立足于海南，是当地经济、民生发 展"推进器"；从宏观来看，海南自贸港更是国家的自贸港、全体人民的自贸港，其政策红利既服务国家 开放大 ...

Core Viewpoint - The article discusses the detrimental effects of departmental silos within companies, which hinder strategic execution and responsiveness to customer needs, despite the efforts of management and employees [1][2][3]. Group 1: Causes of Departmental Silos - Departmental silos arise from the principle of scientific management proposed by Taylor, which emphasizes specialization and division of labor, leading to "information islands" and "interest differentiation" [4][6]. - Each department focuses solely on its own KPIs, resulting in a lack of accountability for overall company performance [11][10]. Group 2: Detrimental Effects of Departmental Silos - The first harm is that individual departmental interests replace overall company interests, leading to internal conflicts and inefficiencies [15][16]. - The second harm is that adherence to processes obscures accountability, making it difficult to identify who is responsible when issues arise [20][21]. - The third harm is that the system rewards bystanders rather than those who take initiative, discouraging proactive collaboration [22][23]. Group 3: Misconceptions in Addressing Departmental Silos - A common misconception is that relying on leadership for coordination can resolve collaboration issues, which ultimately limits organizational capability [26][28]. - Another misconception is attributing collaboration failures to individual employee attitudes, while most issues stem from systemic problems rather than personal shortcomings [30][31]. Group 4: Strategies to Break Down Departmental Silos - The first strategy is institutional reconstruction, which involves aligning departmental incentives with overall company goals to foster collaboration [35][36]. - The second strategy is process reconstruction, focusing on end-to-end business processes and establishing clear roles and responsibilities across departments [42][45]. - The third strategy is value reconstruction, emphasizing a culture of trust and collaboration, where departmental interests do not undermine company and customer interests [48][49]. Conclusion - The article concludes that breaking down departmental silos is essential for enhancing execution power within companies, as seamless collaboration across departments is crucial for creating value [50].