Businesses don’t fail because of bad ideas. They fail because sometimes teams operate like isolated islands, cut off from each other, drowning in miscommunication. Research backs it up: companies that excel at collaboration are five times more likely to crush it, while poor teamwork can tank productivity by a whopping 30%. Moreover, 86% of employees and executives say poor collaboration is the root of workplace failures.
So how do you fix it? On the Predictable B2B Success Podcast, Alex Natskovich, CEO of MEV, dives into how to break down silos and shares strategies for effective cross-functional teamwork.
Successful collaboration isn’t just about getting everyone in the same room (or on the same Zoom call). It’s about building a strong foundation across three essential dimensions: people, process, and tools. Neglect one, and the whole thing wobbles. Nail all three, and you’ve got a collaboration powerhouse.
Teams don’t magically work well together just because you put them in the same room or drop them into a Slack channel. Collaboration is? It’s messy, human, and a lot harder than most people admit. You can hire the smartest people in the world, but if they can’t talk to each other without awkward silences or passive-aggressive comments, you’re in trouble.
Alex Natskovich put it best: "When you hire the right people with the right culture, two plus two equals five." Sounds like fluff? Not when you’ve seen a project tank because of misaligned personalities and stalled communication. Building a collaborative culture in the workplace isn’t about trust falls—it’s in how people handle feedback, adapt, and pick things back up when stuff goes sideways.
Technical skills get the job done, but emotional intelligence (EQ) determines whether teams work smoothly or implode under pressure. You don’t need someone who’s the smartest in the room. You need someone who listens, adapts, and can take feedback without getting defensive.
But figuring that out before they’re on your payroll? That’s the challenge. You have to see how they respond to uncertainty, how they handle disagreement, how they think on their feet. The interview process should feel less like an exam and more like a glimpse into what they’re like under pressure.
Picture this: The sales team lands a huge client—big cheers all around. Then they tell engineering, “We promised this feature next week.” Silence. Eyebrows raise. Someone mutes their mic on Zoom. This is how collaboration breaks down—not because people are bad at their jobs, but because they’re working in isolation, assuming everyone else understands what’s happening.
Now, imagine this: instead of staying in their silos, everyone swaps places for a bit. Engineers sit in on sales calls and hear the clients demanding quick changes firsthand. Suddenly, those “unreasonable requests” make a little more sense. Sales joins sprint reviews, watching engineers untangle complicated code and navigate tech debt. Promises become more grounded in reality. Marketing sits in product planning, realizing that some features aren’t just flipped on—they’re built from scratch with countless dependencies.
No fancy workshops. No shiny collaboration tools. Just people experiencing what their colleagues deal with every day. And that’s when things click—because empathy isn’t some abstract concept anymore. It’s real. It’s practical. And suddenly, working together feels less like tug-of-war and more like... well, a team.
Our engineers present prototypes to sales teams monthly – real-time feedback cuts requirement errors by 60%.
When things go wrong, many teams jump into detective mode—“Who messed up?”—which leads to people covering their tracks instead of solving the problem. Retrospectives are meant to fix that, but too often, they turn into blame games or a vague “Let’s communicate better” talk that changes nothing.
A good retro should feel like a conversation, not a courtroom. Keep it light, focus on fixing processes—not pointing fingers—and leave with clear next steps. Teams that get this right build trust, making mistakes easier to admit and collaboration way smoother.
Small teams wing it. Big teams? Not so much. Without structure, things get messy—missed deadlines, clunky handoffs, and “Wait, wasn’t someone handling that?” moments. But too much process? Suddenly, you’re drowning in meetings and forms no one reads.
The key? Keep it simple: flexibility, transparency, and continuous improvement. That’s where a dedicated process owner comes in—not to micromanage but to spot roadblocks and clear them before things go sideways. “A person dedicated to process can spot when one team unknowingly hinders another,” Alex says.
Ever played the game of telephone with project requirements? Business says one thing, engineering hears another, and by the time QA checks it, the feature barely resembles the original idea. That’s how you end up with wasted hours and frustrated teams.
Behavior-Driven Development (BDD) cuts through that mess. Instead of tech jargon flying over stakeholders’ heads, everyone speaks the same plain language. Developers, QA, and business folks agree upfront on how things should work—no surprises later. BDD turns “Wait, that’s not what I meant” into “Yep, that’s exactly what we agreed on.”
There’s nothing worse than a client seeing a product for the first time... at the end of a sprint... and hating it. Regular demos—every couple of weeks—keep everyone on the same page. They’re not just progress reports; they force teams to sync up, catch misunderstandings early, and make small tweaks before things spiral out of control. Better to hear “Can we adjust this?” now than “We need a total overhaul” later.
Daily standups surface 73% of blockers early, but only if marketing and engineering share the same sprint board.
Nothing stalls progress like hidden dependencies. One team’s waiting, another’s scrambling, and deadlines slip through the cracks. Visual dependency mapping fixes that. Lay it all out—who needs what and when—and those “Why are we blocked?” moments get a lot less frequent. Seeing the road ahead helps everyone plan (and panic) less.
Tools are supposed to make work easier, but sometimes they just add noise. You start with Slack and Jira, then someone throws in another app "to streamline things" and suddenly you’ve got five platforms and no idea where the actual info lives. Tools should support collaboration, not make everyone jump through hoops.
As Alex puts it: "Sometimes sticking with existing tools works fine, but having the conversation about what’s needed is key." Fancy features are cool, but if your team needs a tutorial every time they open it, what’s the point? The best tools slide right into your workflow, help people communicate better, and—most importantly—save time instead of wasting it.
You know that thing where engineering is deep in a sprint, and sales or marketing asks about the roadmap... and gets crickets? Not ideal. Real-time integrations (like connecting Jira to Slack) change that. Progress updates just show up where everyone’s already chatting. No extra meetings, no chasing down status reports. Sales sees what’s coming, marketing can adjust campaigns, and leadership stops digging through dashboards that make their eyes glaze over.
Design hands off specs to engineering. Engineering builds something... close-ish? Cue the last-minute scramble to fix pixel gaps and misaligned buttons. Automated pipelines fix this. Tools like Figma now spit out code snippets that actually match the designs—no guesswork. Changes sync automatically, so when a designer tweaks something at 4 PM, developers aren’t discovering it three days later. Less back-and-forth. Less rework. More getting things right the first time.
Clients love updates—until they’re buried in emails that contradict each other. Internal teams feel that pain too, trying to figure out who knows what and when. A client portal solves that. One place where clients, sales, and leadership can see what’s happening: project velocity, feature timelines, sprint health—all in real time. No more frantic, "Can you send me the latest update?" messages. It’s all there. Simple. Clean. No extra back-and-forth.
Collaboration isn`t a seamless, effortless thing where everyone high-fives after every meeting. It’s not about being perfect. It’s about getting people to work together even when things go sideways.
So, you get the right people—the ones who can actually talk to each other without passive-aggressive side comments. You don’t need a bunch of rigid processes; you need just enough to keep things moving without suffocating creativity. And the tools? They shouldn’t feel like a burden. The right ones just make things flow, without turning your life into a maze of unnecessary clicks.
When teams understand each other, communicate openly, and stay aligned, things stop feeling like a grind and start feeling like progress. That’s when the real work gets done. Breaking down organizational silos to improve communication doesn’t happen overnight—but when it clicks, it’s worth every effort.
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