Eli Sharp Consulting
Hi there,
As we head into Q4, I want to share something I’ve seen repeatedly in organizations struggling with cross-functional collaboration: the processes may be clearly defined, but the way work actually gets done tells a very different story.
This month, we’re looking at the informal relationships that influence decisions, create bottlenecks, and determine whether work moves forward or gets stuck.
THIS MONTH’S INSIGHT
Your Org Chart Isn’t Telling You the Whole Story
Last month, I was brought in to help a MedTech company whose cross-functional collaboration had broken down.
They had spent months redesigning their formal processes. They had clear RACI matrices, weekly cross-functional meetings, and documented responsibilities.
And yet, critical decisions still took weeks, and key information continued to fall through the gaps.
On day two at the Gemba, I asked a simple question:
“When you hit a problem you can’t solve alone, who do you actually call?”
The answers had almost nothing to do with the org chart.
WHY THE FORMAL STRUCTURE ONLY TELLS HALF THE STORY
Every organization has two structures.
The formal structure includes the org chart, process maps, reporting relationships, and RACI matrices. It’s visible, documented, and intentionally designed.
The informal structure is the network of relationships through which problems actually get solved. It develops naturally as people learn whom they trust, who has the answers, and who can help them move something forward.
In many organizations, this informal network plays a significant role in how work gets done.
Problems move through trusted relationships rather than reporting lines. Decisions happen through conversations with the right people rather than established approval processes. Information travels through personal connections instead of formal communication channels.
These relationships aren’t necessarily a problem. In fact, they often help organizations operate more effectively.
The problem begins when leaders don’t understand how much their operations depend on them.
There are three important patterns to look for:
Connectors: The people who bring teams together.
These individuals bridge functions, share information, and help people work across organizational boundaries. When they leave or their roles change, collaboration can suffer because the relationships they maintained are no longer there.
Bottlenecks: The people everyone depends on.
These individuals are often highly capable, trusted, and willing to help. But when too many decisions or requests flow through one person, even routine work can slow down.
Isolated teams: The capability nobody is accessing.
Some teams or individuals have valuable knowledge and expertise but aren’t connected to the relationships that drive cross-functional problem-solving. Their capabilities remain underused, even when the organization needs them.
WHAT WE FOUND AT THE GEMBA
One Person Was Holding Everything Together
In this MedTech company, we discovered a classic bottleneck.
Virtually every cross-functional quality decision flowed informally through one senior quality manager. Let’s call her Maria.
Maria was trusted, knowledgeable, and endlessly helpful. People knew that if they needed an answer or wanted something resolved, she could help.
But her inbox never emptied.
The formal process said decisions should go through a cross-functional team. The informal reality was that everyone called Maria.
Fixing the formal process without understanding the informal network would have changed nothing.
The solution wasn’t another meeting or a more detailed RACI matrix.
We mapped the relationships that were driving decisions, identified where authority had become concentrated, and worked to redistribute that authority so decisions could happen without always going through Maria.
She enthusiastically supported the changes because, frankly, she was exhausted.
Within weeks, collaboration speed improved dramatically.
THE KEY TAKEAWAY
The org chart shows you who should solve problems. The informal network shows you who actually does.
If you want to remove operational bottlenecks, you need to understand both, then change how the work actually flows.
PUT IT INTO PRACTICE
Four Steps to Uncover What’s Slowing Work Down
You don’t need to map your entire organization to begin understanding its informal network. Start with one critical process where decisions are slow, information gets lost, or teams struggle to collaborate.
- Ask who people actually turn to.
Talk with 8 to 10 people involved in the process and ask:
“When you encounter a problem you can’t solve alone, who do you call first?”
Map their answers. Look for the names that appear repeatedly and the connections between teams. You’ll begin to see how problems are really being resolved. - Identify the people connecting your teams.
Look for individuals who are frequently named across different functions. These are your connectors, and they may be playing a much larger role in collaboration than their formal job descriptions suggest.
Understand the relationships they support and how to preserve those connections when responsibilities or structures change. - Find where decisions are getting stuck.
If one person’s name appears in nearly every conversation, look more closely.
Rather than asking why that individual has become a bottleneck, ask:
“What decisions or responsibilities have become concentrated here, and how can we redistribute them?”
Work with the people involved to clarify decision authority, build capability elsewhere, and remove unnecessary dependencies. - Connect the capability you’re not using.
Pay attention to the teams and individuals who rarely appear in the network.
Are they being left out of important conversations? Is their expertise overlooked? Are there barriers preventing them from contributing?
Look for opportunities to strengthen those connections and bring their capabilities into the work.ONE QUESTION TO
TAKE WITH YOU
Think about a process in your organization where work consistently slows down.
Are decisions getting stuck because the process is poorly designed, or because everyone is relying on the same few people to keep things moving?
This month, I encourage you to ask 8 to 10 people who they actually turn to when problems arise. What you discover may challenge your assumptions about how work gets done.
But don’t stop at identifying the connections.
Use what you learn to clarify ownership, redistribute decision-making where appropriate, and remove the dependencies keeping work from moving forward.
Making the invisible visible is the first step. Changing how work flows is what makes the difference.
Let’s keep making work flow!
Eli Sharp
If decisions are taking too long or cross-functional work keeps getting stuck, let’s talk about how Eli Sharp Consulting can help your teams remove bottlenecks and make work flow.
Want to catch up on any newsletters you may have missed? Visit our newsletter archive.
Click the link below to visit our website, signup, or book a meeting.
Visit our Website
