“If you want to go fast, go alone. If you want to go far, go together.” — East African Proverb
The pace of business today often tempts organisations to prioritise speed over synergy. Quick wins, fast execution, and instant results have become mantras in high-pressure environments. Yet this East African proverb reminds us of a timeless truth: while speed may get us through the day, only collaboration gets us through the journey.
In today’s increasingly complex and globalised business landscape, individual brilliance alone is no longer sufficient. The challenges organisations face—whether in product innovation, customer experience, or regulatory adaptation—are too layered to be solved in silos. Success now depends on cross-functional collaboration, psychological safety, and cohesive teams that can blend speed with sustainability.
The Nigerian corporate environment, for all its ingenuity, is still maturing in this regard. Many organisations remain trapped in vertical hierarchies and fragmented structures that reward solo performance over shared goals. Departments operate as closed kingdoms, hoarding information, guarding turf, and fostering quiet rivalries. Meanwhile, opportunities are missed, duplication of effort flourishes, and innovation suffers.
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Collaboration is not a soft skill—it is a strategic imperative. Research by McKinsey has shown that companies with strong collaborative cultures are five times more likely to be high-performing. A Deloitte study on team effectiveness further notes that inclusive teams outperform their peers by 80% in team-based assessments. In the post-pandemic workplace, these metrics matter more than ever.
Cross-functional collaboration—where departments with different expertise come together to solve shared problems—is a powerful tool for innovation. When marketing works with product development, when HR partners with IT, or when operations align with sales, the organisation becomes agile, adaptive, and more deeply attuned to customer needs. Yet too often, these partnerships are undermined by misaligned incentives, poor communication, and a lack of clarity on shared outcomes.
The challenge is even greater in remote or hybrid work models. The physical proximity that once encouraged hallway conversations and spontaneous brainstorming has been replaced with scheduled Zoom calls and task lists. Without deliberate effort, collaboration can become transactional, strained, or altogether absent.
“The physical proximity that once encouraged hallway conversations and spontaneous brainstorming has been replaced with scheduled Zoom calls and task lists.”
To build collaborative teams, leaders must first create psychological safety—the kind of environment where employees feel comfortable asking questions, sharing ideas, and admitting mistakes without fear of punishment. This is not about consensus or politeness. It is about trust, candour, and curiosity.
Second, organisations must structure work to promote interdependence. When KPIs are set solely at the individual level, team performance becomes optional. But when success metrics are shared—across projects, teams, or business units—collaboration becomes a requirement, not a courtesy.
Third, recognition systems must change. Too often, the spotlight shines only on individual high performers, while team contributors are overlooked. Recognising and rewarding collective effort reinforces the idea that collaboration is not a distraction—it is the work.
Importantly, collaboration must be inclusive. Diverse teams—by gender, generation, culture, and experience—bring broader perspectives to problem-solving. But diversity without inclusion is a shell. Organisations must ensure that every voice has value, that meetings are structured to encourage input, and that conflict is managed productively.
Technology can also help, but only when it is used with intent. Collaboration tools such as Microsoft Teams, Slack, or project management platforms like Asana or Trello must be integrated into workflows, not treated as afterthoughts. The goal is not just to coordinate tasks but to create shared visibility and foster real-time interaction.
Some Nigerian firms are leading the way. In the fintech and telecom sectors, we’ve seen the rise of cross-functional “squads” that blend skills across tech, marketing, compliance, and customer care. These teams operate with shared objectives, flat reporting lines, and the autonomy to execute. The result: faster go-to-market timelines and stronger customer alignment.
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But for collaboration to become a national business ethos, more is needed. Business schools must teach team leadership alongside technical skills. Senior executives must role-model cross-functional behaviour, not just preach it. And companies must embed collaboration as a core value—visible in policies, embedded in culture, and reinforced in action.
At the end of the day, going fast may win the sprint. But going far—building institutions that last, brands that inspire, and systems that scale—requires a different mindset. It requires walking together.
The proverb does not reject individual excellence. It reminds us that endurance belongs to the collective. In the world of work, that means partnerships over power plays, teams over titles, and the long view over the quick fix.
Dr. Olufemi Ogunlowo is the CEO of Strategic Outsourcing Limited and writes on organisational effectiveness, workforce transformation, and strategic HR leadership for BusinessDay.
