Regardless of the setup you have, if the company size is over 70–100 employees, various silos will form. This can be by design or can develop by accident. There are ways to break the silos down. You can create working groups, guilds, forums, and competence initiatives. They all will help.
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But it is Monday, there is an existential threat to the company from a competitor. You need to innovate faster or in the worst case play catch up in a short timeframe. The leadership teams have worked hard on designing the software architecture and team structure around individual ownership. Now comes the time when that does not work. You have to cut through at least 6 teams’ backlogs and make a bigger realignment across many parts of the company. This is a very top-down leap in a bottom-up organization.
What can you do?
Depending on the speed needed you can create projects a run them across the teams. Assing a project lead and setup up frequent check-ins but teams continue to have their other responsibilities. Teams have their own standups. They are running their operations. Their own on-call, customer meetings, usability testing, etc. They have work to do that drives their metrics. You optimized the org to be independent and lean to drive innovation. Now it’s hard to do this vertical top-down shift.