Consider an “X-Team” model. X-Teams are an organizational model popularized by MIT professor Deborah Ancona and embraced by organizations like BP, Citibank, and Southwest Airlines.
The “X” stands for “externally focused”: rather than fixating on their own internal goals and operations, they proactively seek out new ideas, information, and feedback from outside stakeholders (“scouting”), advocate for their priorities and secure resources from senior decision makers (“ambassadorship”), and negotiate/coordinate with other teams for mutual benefit (“task coordination”).
In practice, the X-Team model is challenging as it requires radical transparency, assumes teams will be able to resolve conflict peaceably, and requires managers to juggle internal and external priorities. As such, it’s not appropriate for every team (if your quality assurance team is working just fine without radical innovation, then it might be best for them to stay focused on internal processes). But, applied properly, it’s a great way to vaporize silos in a large remote workforce.