Different departments have different processes, tasks and goals. That is a fact.

What is also a fact is that their processes, goals and tasks can differ so much that they become conflicting, and create strains and tensions in the organization.

That is when internal communication dies and silos are born - together with all the problems they bring.

Silos in an organization obey to a negative logic of us-vs-them, and by nature organizations structured this way lack internal communication and collaboration and as a consequence resilience, information exchange and organizational culture.

That being the case, if you recognize a silo logic in your organization, your only option is breaking it - and your best bet to do so is to work on internal communication!

And that - breaking these logics and allowing better cooperation and understanding across separate units, together with a better information flow - is what we do.



Awareness of what is happening and attention to detail are basic skills that anyone involved in improving internal communication needs to develop. We work on listening, on reading between the lines, and on understanding the language and jargon of others: without awareness, information doesn't flow, and that is what we start from.

Communication and Interaction

Internal communication starts with communication per se: people need to know and understand the basics, if not the ins-and-outs of interpersonal interactions and information exchange. Once this is in place, we will work on bringing those skills into action by bridging messages across organizational departments.


Favouring the exchange of information within an internal communication framework is much more than receiving information and passing it on. Part of the work is being able to step in someone else's shoes and understanding what they mean and do from their perspective - a process requiring higher skills and awareness.


Everyone has their own ideas and methods, but they aren't necessarily the ones that everyone needs. Internal communication is about building something together, and being flexible enough to adapt to what others mean and do. You don't just receive information, you take it ans build it in your way of working to make it compatible with others.


Whose story are you following? Is it the marketing manager leading a project with engineers or are the engineers trying to involve an unwilling leader from another department? Is anyone else hijacking the narrative? Internal communication works as a network of stories: the key is recognizing and keeping focus on the main plot.

Conflict Management

Silos are a place of conflict, and any attempt to improve internal communication across them should be ready to intervene. Conflict management is not just about defusing tension, it's about handling it constructively - and to get there we work on people, and on their ability to apply all the other skills in parallel to constructively reach an agreed solution.


Our approach to internal communication is skill-based: we believe in enabling people to communicate according to what others can understand and incorporate their narrative in an agreed storyline that can be adapted and evolved.

For this reason, our first approach is to train leaders and keystone personnel (formally and informally so) to understand and incorporate these skills via a series of workshop.

Results will be developed constructively and with a minor appeal to uniforming processes and structures. These do support internal communication as well, but messages are sent across people, and people come first.


Let us know about your team and goals - we'll be happy to talk to you!