{"id":73950,"date":"2016-03-10T07:00:20","date_gmt":"2016-03-10T15:00:20","guid":{"rendered":"https:\/\/bwblogdev.wpengine.com\/?p=2103"},"modified":"2022-12-16T09:33:54","modified_gmt":"2022-12-16T17:33:54","slug":"managers-must-align-collaboration-achievement","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/managers-must-align-collaboration-achievement\/","title":{"rendered":"Managers Must Align Collaboration and Achievement"},"content":{"rendered":"

By definition, collaboration is the act of working with others to produce or create something. According to an article in Harvard Business Review titled \u201cCollaborative Overload<\/a>\u201d, organizations are [tweet text=”Workers are spending up to 50% more time on collaboration than in years past”]spending more time on collaboration.[\/tweet] The article cites up to a 50 percent increase. This is a great statistic, if <\/i>collaboration is effective and valuable.<\/p>\n

It can be difficult to imagine a situation where collaboration isn\u2019t advantageous. But the same study indicates that 20-35 percent of the value-add in collaborations comes from only 3-5 percent of employees. This could imply that the rest of the value-add is coming from top performers who aren\u2019t necessarily engaged in the collaboration process.<\/p>\n

[tweet text=”CEOs say their #1 challenge to executing strategy is failure to align”]Global CEOs say[\/tweet] that their number one challenge to executing the company\u2019s strategy is the failure to align strategy and execution<\/a>, which means organizations focused on collaboration have to make sure there is a connection between high performers and top collaborators. They aren\u2019t necessarily the same people. Here are a couple of examples to illustrate:<\/p>\n