As organisations grow, teams often become defined by function rather than purpose. Over time, departments can drift into silos, then communication narrows, and everyday interactions become strained.
In this case, functions were no longer working smoothly together. Assumptions replaced understanding, and frustration surfaced in meetings, emails, and handovers. Productivity suffered—not because people weren’t capable, but because communication had broken down between teams.
Initial explanations focused on opinions and surface-level blame. But before designing any intervention, it was important to understand what was actually happening.
Rather than relying on hearsay, the work began with direct conversations. By speaking with department heads and staff across functions, patterns emerged: where communication stalled, where expectations were misaligned, and where small misunderstandings were escalating into larger issues.
The approach combined diagnosis, experience, and follow-through.
Spoke individually with departmental heads and team members to identify real points of friction
Analysed communication breakdowns across workflows, rather than personalities
Designed a team-building programme made up of mixed-function groups
Set tasks ranging from simple, shared challenges to more complex problem-solving activities
Ensured teams had to rely on skills and perspectives outside their usual roles that meant they had to work and communicate with each other
Returned one month later to observe changes in cooperation and communication
Revisited after six months to reinforce learning and gather honest feedback
Developed follow-up workshops to address issues raised and support practical change
The emphasis throughout was on understanding, trust, and applying learning back in the workplace.
Cross-functional relationships improved noticeably. People who had previously interacted only through process or escalation now had shared experiences to draw on.
Communication became more direct and collaborative. Small issues were resolved earlier, and teams showed greater willingness to pick up the phone, ask questions, and work problems through together.
Team building only works when it’s rooted in reality and supported over time.
One-off activities may create energy, but lasting change comes from understanding how work actually happens—and returning to reinforce what’s been learned once people are back in their day-to-day roles.