Strong individual performance does not automatically lead to strong collaboration. At Shimano, rapid market growth followed by post-Covid pressure raised a fundamental question: how do separate teams continue to perform in a changing environment, while also becoming stronger together?
Within the Commercial Operations Team, leaders saw the need to move beyond well-functioning silos. The challenge was not capability, but connection. Two departments worked effectively on their own, yet collaboration between them was limited. The goal became clear: bring people together around shared goals, without losing the strengths that already existed.
Growth, pressure, and a strategic choice
Over the past year, Shimano experienced significant market growth. Shortly after, market conditions became more challenging. According to Erik Naberman, this combination forced a strategic decision. Should teams continue to operate independently, or was it time to bundle forces and take the next step in organizational development?
What made the situation more complex was that both departments were performing well individually. “The challenge,” Naberman explains, “was how to get those two groups to collaborate as effectively as possible.” Not as a structural exercise, but as a change in how people worked together day to day.
Bringing different people together
Within the team itself, collaboration also differed from person to person. Bea van den Hof describes how the Commercial Operations Team consisted of three sub-teams, each with its own dynamics. Some team members naturally sought connection, while others were more reserved.
Creating collaboration required more than encouraging people to talk. It meant actively helping people with different personalities and working styles to engage with one another. Especially for those who were more introverted, collaboration needed to feel safe, relevant, and useful.
Developing ownership and self-reliance
Alongside team development, leadership also became part of the focus. One of the key leadership challenges was helping people become more self-reliant. While some team members naturally took ownership, others tended to wait for direction.
Simply telling people to take responsibility was not enough. Leaders needed to guide them through the process and make the benefits visible. As Van den Hof explains, people often need to experience for themselves why a different way of working helps them and the team.
A practical, experience-based approach
The program was designed as a twelve-month journey, with different phases and activities. From the start, the emphasis was on a hands-on approach. Rather than focusing on theory, the program centered on practical collaboration and team play.
By working together in new situations and away from daily routines, people discovered skills and knowledge that normally remained hidden. Activities outside the office context helped bring these qualities to the surface. Team members saw different sides of each other and began to appreciate the value of working together.
Building trust and openness
At the start, not everyone found it easy to be open. Creating trust and showing vulnerability took time. Some participants hesitated, wondering how much of themselves they should show.
By the end of the program, that hesitation had largely disappeared. According to Naberman, feedback from participants was clear. People felt the program had truly added value. Even those who were skeptical at first later reflected positively on what they had learned.
Clear communication and sharper focus
One of the most visible outcomes was the improvement in communication. Clear structures emerged between departments and within teams. Collaboration became more focused, guided by shared priorities and so-called must-win battles.
Instead of working in parallel, teams aligned their activities, reporting, and goals. This created clarity not only about where the team wanted to be by the end of the quarter or year, but also about longer-term ambitions.
Stronger leadership, shared reflection
The development was not limited to the team. Leaders also grew in their role. They became more complete managers, better able to reflect and challenge one another. Open dialogue became normal, including feedback directed upward.
An important insight for the team was the value of reflection. Rather than focusing mainly on what went wrong, attention shifted to what already worked well. Recognizing strengths and building on them proved just as important as addressing problems.
A broader perspective on teamwork
Looking back, both leaders agree that taking time to reflect on where a team stands and where it wants to go is essential. While much can be done internally, an external perspective helped sharpen focus and create movement.
The key message they would share with others is simple: teams excel when individuals understand how their own strengths contribute to collective success. It is the daily behavior, choices, and interactions of people that ultimately make the difference.
By investing in collaboration, reflection, and practical learning, Shimano transformed a group of strong individuals into a more connected commercial team. In a changing and demanding market, that shared strength has become an important foundation for continued performance.
