Corporate growth is the ultimate team sport, relying on the integration of data, technology, and expertise across multiple functions. However, Gartner research shows that 78% of organizational leaders report experiencing “collaboration drag”—characterized by too many meetings, excessive peer feedback, unclear decision-making authority, and extensive time spent securing stakeholder buy-in. This pervasive complexity impedes progress and innovation.

A recent Gartner survey of over 400 business leaders revealed that most companies manage as many as five complex initiatives simultaneously. These initiatives, such as designing cross-channel customer experiences or crafting new digital growth strategies, often involve multiple corporate functions and dozens of team members. The resulting collaboration drag significantly reduces the likelihood of exceeding revenue and profit targets, with businesses being 37% less likely to achieve their goals.

Traditional approaches to resolving collaboration issues, such as improving executive alignment, often fail to address the root causes of collaboration drag. Gartner research suggests that effective solutions lie within individual functions rather than across the executive level. Here are three key strategies to reduce collaboration drag and enhance cross-functional efforts:

Extend Executive Alignment Practices Down to Tactical Levels

While executive alignment is crucial, extending these practices to lower levels can help build relationships and clarify accountability. For instance, telecommunications company Infinera uses a “trust matrix” to document and track critical relationships at both the C-level and among lower-level leadership teams. This transparent approach encourages candor and accountability, revealing sources of tension and prompting teams to address issues impeding collaboration success.

Develop Employee Strategic and Interpersonal Skills

Building skills such as interpersonal influence, critical thinking, and technical proficiency can reduce collaboration drag. A financial services company, Raiffeisen Bank International, implemented a comprehensive learning program that balances theory with on-the-job practice. Employees collaborate with peers from other functions, practicing both technical and cross-functional skills under the guidance of a training coach. This model fosters effective collaboration, driving cost savings and revenue growth.

Identify and Reduce Collaboration Drag Within Functions

Collaboration drag is not limited to cross-functional efforts. Functional leaders should prioritize essential collaboration over nice-to-have interactions. For example, a global supply chain organization assessed the priority of initiatives and streamlined its marketing processes, enabling more accurate project assessments and improved value addition.

By focusing on these strategies, organizations can reduce collaboration drag, fostering a more innovative and cohesive work environment. Encouraging functions and teams to develop their talent and improve their processes will enable employees to thrive, even in inherently difficult environments.