Case Study
Bank & Building Society
Background
- 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.
Findings
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.
Solutions
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.
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Client Case Studies
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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.
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IT consultancy
Every organization has its formal structures. But traditional organizational charts do not represent the true interactions between individuals and teams. These workplace relationships create informal networks that guide the flow of information and drive performance. They define how the work actually gets done.
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Multinational Pharmaceutical Company
A large multinational pharmaceutical company was undergoing rapid expansion and organizational change in it’s Middle-East operations, and wanted to ensure that it’s teams were collaborating effectively and coordinating workflow efficiently as the organization progressed.
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Illustrated Solutions
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Network Centrality
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SONAR
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Training & Accreditation
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