Collaboration between teams

• Where do we lose momentum at interfaces and handover points?
• Why do priorities between head office and branch offices keep clashing?
• How do we overcome silo thinking without having to completely overhaul everything?
• And how do we foster end-to-end accountability across departmental boundaries?

The greatest friction rarely arises within a team – but between them: at interfaces and handover points, where priorities clash and each department clings to its own version of the truth. We bring these opposing narratives to light – 'the ones up there', 'the ones over there' – and replace turf wars with co-opetition. After all, you don't always have to tear down silos – often, it's enough simply to build doors.

Competition and support are not mutually exclusive: mutual understanding sharpens end-to-end accountability and facilitates support. We work with the teams involved on shared priorities, clear decision-making processes, participatory structures and formats that bridge departmental boundaries – from joint retrospectives and cross-functional workshops to rituals that foster a sense of belonging even across distances and between locations.

Here, too, our work begins with listening: narrative AI analysis reveals the stories that departments tell about one another – and exactly where the handover processes are faltering. Building on this, we develop formats that transform 'us against them' into 'us working towards a shared outcome'.