Breaking Down Organizational Silos with Network Analysis
A global service company employing several thousand people turned to CX-Ray to better understand collaboration across its organizational units. Management wanted to examine informal relationships, communication patterns, and the silos that had developed within the organization. However, network analysis did more than confirm existing assumptions. It also revealed key people and untapped opportunities that surprised even the management team.
The challenge
The business unit of a global service company operates within a complex structure comprising multiple organizational units.
Before launching the network analysis, management already had several assumptions about how the organization worked. However, they wanted to test these assumptions using real data rather than gut feeling.
One concern was that collaboration at lower organizational levels was weaker than necessary for effective operations.
At the same time, management wanted to understand how informal relationships and communication channels functioned. Could these connections help bridge the boundaries created by the formal organizational structure?
Another important priority was breaking down organizational silos and strengthening cooperation between teams.
Management wanted answers to several questions:
- Where had organizational silos developed?
- Which organizational units needed stronger collaboration?
- Who connected different communities and organizational units?
- Where were the untapped sources of information and knowledge?
- Who were the organization’s experts, mentors, and talents?
- Which employees could potentially take on more complex responsibilities based on their informal roles?
The solution
CX-Ray Company Network Analysis uncovered the relationships operating behind the formal organizational chart.
The analysis mapped collaboration patterns and information flow across the business unit. It also identified employees who connected different organizational units, communities, and informal groups.
Understanding these connections had become particularly important because working practices had changed significantly.
Many employees regularly worked from home. As a result, opportunities for spontaneous interaction were no longer the same as in a traditional office environment.
Management therefore wanted to examine how these changes affected relationships, information flow, and employee integration across the organization.
The results
Network analysis confirmed several of management’s initial assumptions. However, it also uncovered important patterns that had previously remained invisible.
1. Organizational silos became visible
The results revealed clear signs of organizational silos.
Some organizational units and informal communities had fewer connections than effective collaboration required.
However, the analysis also identified employees who already acted as bridges between different communities.
These connections were particularly valuable. One possible way to break down silos is to strengthen existing relationships and create new ones between organizational units.
As more employees connect different teams and professional communities, information and knowledge can flow more easily throughout the organization.
2. Untapped sources of information were identified
The information flow analysis revealed another important finding.
A significant number of employees possessed valuable knowledge but shared it only to a limited extent within their networks. In some cases, they did not share it at all.
These employees represented untapped sources of information.
Connecting them more actively with colleagues could improve knowledge sharing across teams.
It could also reduce the pressure on employees who were frequently approached for information. As a result, knowledge would become more accessible throughout the organization.
3. Collaboration gaps created efficiency risks
The analysis also identified areas where insufficient collaboration was already creating efficiency risks.
These were not simply situations where colleagues interacted less frequently.
Instead, missing connections appeared between teams whose responsibilities and processes required closer cooperation.
Consequently, the findings provided a clear basis for identifying where collaboration needed to improve.
Management could now focus on specific teams and organizational units rather than introducing broad initiatives across the entire organization.
4. Experts, mentors, and talents emerged from the network
The analysis revealed a large number of experts, mentors, and talented employees across the organization.
It also showed which teams had strong internal knowledge bases and which areas needed additional support.
This created opportunities to make better use of existing resources.
For example, teams with strong internal expertise could share their knowledge and successful practices with other organizational units.
Similarly, identified mentors and experts could support colleagues beyond their immediate teams.
Instead of relying solely on formal structures, the organization could build on the knowledge and relationships already available within its workforce.
5. Isolated employees received special attention
Another important finding concerned employees who were relatively isolated within the organizational network.
This was particularly relevant given the changes in working practices.
As remote work became more common, many spontaneous opportunities for interaction disappeared or changed. Previously, these everyday encounters had helped employees build relationships and become part of the wider organization.
The analysis helped identify where employees had fewer connections to colleagues.
Based on these findings, the organization began planning dedicated initiatives to reduce isolation and strengthen employee integration.
These efforts aimed to create more opportunities for employees to connect with colleagues across the organization.
6. Hidden key people surprised management
Perhaps one of the most interesting findings came from identifying the organization’s key people.
In CX-Ray’s methodology, key people combine several important informal roles. They act as mentors, opinion leaders, and sources of information within their networks.
The analysis identified employees whose organizational importance had previously been largely invisible to management.
Their formal job descriptions did not fully reflect their actual contributions.
In practice, these individuals played much more complex roles in everyday operations than management had expected.
Their colleagues relied on them for information, guidance, and informal support. In addition, their relationships extended beyond the boundaries of their formal positions.
These findings opened up new opportunities for talent development.
Following the assessment, some of these employees were given the opportunity to lead internal projects.
Their informal influence, organizational connections, and everyday contributions suggested that they could handle responsibilities beyond their existing roles.
The data behind the silos
In this case, network analysis both confirmed management’s assumptions and uncovered previously hidden opportunities.
The results made organizational silos and collaboration gaps visible. At the same time, they revealed employees who could help connect different parts of the organization.
The findings also identified untapped knowledge, isolated employees, and informal key people with greater potential than their formal roles suggested.
Would you like to learn more about network analysis? Contact us at hello@cx-ray.com.
