Case Study

Bank & Building Society


  • A European based Bank and Building Society had recently moved it’s various HR functional teams from their local offices to it’s centralized Headquarters to streamline workflow processes. The company wanted to ensure that the relocation initiative was having the desired effect on the communication and collaboration between the HR teams.

  • Network Centrality was utilized to determine the communication and collaboration network of the HR functions. This provided the organization with tangible results regarding bottlenecks to communication, collaboration and workflow within HR.

  • 36 participants completed the Network Centrality survey, exploring communication and collaboration.


Communication & Collaboration

  • Communication and collaboration patterns were explored by asking participants to identify how often they communicated with colleagues regarding work-related topics.

  • In the network graph, circles represent individuals and lines represent communication relationships.

  • Team 1 demonstrated a significant silo effect, with very limited communication and collaboration with other teams. This limits their team’s ability to access useful information and collaborate effectively, and also increases the risk of ‘group think’.

  • In contrast, the other teams communicated and collaborated more effectively with one another. This allows these teams to be exposed to a greater variety of skills, knowledge and expertise beyond their own functional and departmental boundaries.


The departments were encouraged to engage in ‘open problem’ sessions, where each department would present a project or issue they were working on, and solicit the advice of the other departments. The purpose of this was to increase cross-departmental collaboration, and to break down silos.

Individuals were coached in collaboration strategies, so that their interactions and networking became 'intentional' - creating meaningful relationships and avenues for communication to foster collaboration and knowledge transfer.
Key individuals in the HR teams held monthly workshops to discuss projects and issues they were facing, and solicit feedback and suggestions from other teams. This was implemented to ensure that individuals were thinking and working cross-functionally, and to prevent silos reemerging between teams.

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