Who it's for
For leadership and cross-functional teams who want to improve collaboration between functions, countries, divisions and locations, especially where interfaces slow down the shared outcome.
CommunicationCulture
Collaboration Across Silos and Locations
Functions, countries and locations depend on each other, and yet act as if each area could win on its own.
In many corporations, divisions, countries and locations primarily think in terms of their own goals and realities. That slows down speed, innovation and external impact. In this solution area, we help leadership teams break down silo, departmental and site thinking, develop a shared story and noticeably strengthen collaboration across the global organisation. Instead of yet another "we need to talk to each other more" initiative, we work on a communication culture in which problems, dependencies and conflicts are openly addressed, and shared decisions are consistently translated into coordinated action.
Formats
- Briefingshort joint session
- Intensivework on real interfaces and conflicts
- Journeyseveral modules
- Executive Sparring1:1
Foundation
TRIPLE IMPACT: Swiss Academy's model built on public speaking, neurocommunication and energy management. Researched by Lucerne University of Applied Sciences and Arts (HSLU) and financially supported by Innosuisse.
Where we
can help
We help strengthen collaboration between functions, divisions and locations, clarify dependencies, and translate decisions into shared action.
Different priorities
Countries, business units or functions pursue different priorities and send conflicting signals.
Projects get stuck at interfaces
Projects fail due to friction between central functions and countries or units.
A strong us-versus-them
"Us versus them up there" or "them at headquarters" narratives are strong.
The company feels like many islands
Employees don't experience the company as one organisation, but as many separate parts.
Many initiatives, little change
There are already numerous initiatives for better collaboration, without daily interaction noticeably changing.
Focus of the work
The focus of the programme is shaped by the topics that truly matter in your situation.
Working on silo thinking
Making the logic of "us and the others" visible and addressing it.
Cross-functional communication
Improving collaboration between functions, business units and interfaces.
Global communication
Better connecting headquarters, regions, countries and locations.
A shared story
Creating a shared understanding of the organisation beyond local goals.
Conflicts and dependencies
Speaking openly about conflicting goals, dependencies and recurring friction.
Alignment and coordination
Translating communication into real decisions and agreements.
From decisions to action
Ensuring shared decisions lead to coordinated behaviour.
Work formats
Choose the right depth: a short shared introduction, an intensive preparation, a guided development programme or targeted 1:1 sparring.
Short joint session
Seeing where collaboration breaks down
Result: A shared understanding of interfaces, silo logic and communication culture.
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Work on specific interfaces and projects
Addressing real dependencies and conflicts
Result: Joint work on concrete interfaces, projects, dependencies, conflicting goals and agreements.
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Several modules
Changing collaboration sustainably
Result: Step-by-step work when collaboration between functions, countries or locations should change permanently, not just occasionally.
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Making an impact without formal power
Result: Support for a leader in a complex matrix, interface or critical cross-functional situation.
Book a conversation
Individually or as a team
In the conversation, we clarify whether individual support or a shared development programme fits your needs.
Individual work
For a leader who needs to influence interfaces and stakeholders without formal power.
Discuss individual workFor teams and organisations
For teams and organisations where collaboration between functions, countries or locations is slowing down the shared outcome.
Discuss team work“
Die komplette Ausbildung wurde nach unseren Wünschen und Bedürfnissen in zwei Sprachen auf uns angepasst, einfach top.
Nadine Larrson
Leiterin Bildung & Entwicklung, Landi Schweiz
“
Die Swiss Academy hat mich enorm weitergebracht. Top Team, sehr innovativ und kompetent.
Priska Flury
Unternehmerin
Frequently asked questions
Questions and answers
A short overview of what the programme achieves, how to choose the right format, and when a different topic area makes more sense.
What skills does the programme develop?
• Recognise patterns of silo thinking, local interests and conflicting signals. • Create a shared story and a shared outcome beyond local goals. • Speak openly about dependencies, bottlenecks and responsibility without resorting to blame. • Translate decisions into shared action and create repeatable formats for coordination, escalation and follow-up.
How do you choose the right format?
The briefing helps quickly surface the most important fault lines. The intensive format suits leadership or cross-functional teams that want to work on real interfaces. The journey makes sense when collaboration should change step by step. Executive Sparring fits leaders responsible for a complex matrix or interface situation.
Can we adapt the programme to our matrix organisation?
Yes. The work can be built around concrete connections: headquarters and countries, functions and business units, regions and global teams, central and local roles.
What if the fault lines already start within the leadership team?
Then management alignment is needed first, so leaders can develop a shared position and a shared communication line.
Want to understand which format fits?
In a free conversation, we clarify your situation and choose the right format for individuals or teams.