Beyond the buzz: How to get cross-sector collaboration right

Collaboration sounds easy on paper. In reality, it’s much more complex. Before cross-sector collaboration became an industry buzzword, we were testing, failing, learning and refining our approach to it. While we don’t have a blueprint, the Collective Impact initiatives we’ve been engaged in over several years have turned into learnings and takeaways that guide our work. We believe in sharing what we learn so that others can build on what we’ve discovered – because real transformation only happens when the whole industry moves forward.

Everyone seems eager to collaborate. Companies, non-profits, research institutes, academia, and innovators are talking about joining forces, launching shared missions, and driving impact through partnership. But talk is cheap. Moving out of the meeting room and into the field is when the real work begins.

In our experience, few actors anticipate how draining and frustrating it can be when agendas clash, timelines misalign, or power dynamics go unspoken. This rings especially true when it comes to cross-sector collaboration, where philanthropies, corporates, researchers, and community-based organisations often have very different incentives, ways of working, and definitions of success. Cross-sector collaboration can get complicated, fast. But mistrust, misunderstandings and mid-project pivots shouldn’t be viewed as signs of failure – but as part of the process. When they appear, they shouldn’t be hidden, but normalised. Why? Because no single actor can tackle the challenges alone. The textile industry’s value chain is far too complex, too vast, and too interconnected. By being aware of challenges from the start, the chances of getting collaboration right will increase.

Systemic change must begin with those experiencing the challenges firsthand. Too often, solutions are designed far from reality, missing the crucial insights that come from lived experiences.

For example, when new circular value chains emerge, the informal workers who handle waste daily to make a living are the ones that best understand the practical challenges and opportunities. Their knowledge of local conditions, existing networks and streams, barriers and practical constraints are invaluable for creating effective and just solutions.

Solutions are more likely to stick when they’re co-created – and not only designed for – the people experiencing the challenges firsthand.

• Active participation from those directly impacted
• Integrate local knowledge into solution design
• Provide space and support for meaningful participation, not just a seat at the table

Collaboration fails without structure, and initial plans always need adjusting in real-world conditions. For example, when multiple organisations work towards a common goal, they need to align their efforts, not overlap or work in silos. It’s key to build on each other’s strengths and activities to unlock greater impact.

While a shared agenda is essential, it’s not enough. Without clear coordination and regular check-ins, even well-intentioned collaborations risk becoming fragmented.

• Create a forum for all partners to co-create a shared agenda that they can commit to
• Establish clear coordination mechanisms and clear mandate to avoid fragmented efforts
• Prioritise activities for building trust between stakeholders by establishing regular communication channels and forums

When organisations measure success solely by their own metrics, the bigger picture gets lost. True collaboration and systems change require thinking beyond individual achievements to measure the collective results.

For example, in community development projects, one partner’s success in education initiatives might be amplified by another’s work in healthcare access – but this combined impact is often left unmeasured in the absence of shared evaluation frameworks.

• Set joint performance indicators that measure shared progress
• Include mutual accountability among partners
• Add evaluation of collective results to how you measure success

While the H&M Foundation’s role is to enable change with the power of philanthropy, all actors are part of shifting the textile industry in their domain. When social and environmental benefits align with the private sector, positive change can scale exponentially. This alignment creates a multiplier effect, where initial social impact initiatives could evolve into sustainable business opportunities.

When marginalised communities gain access to improved economic structures, when waste becomes a valuable resource, or when sustainable practices reduce costs in the long-term, businesses are incentivised to participate and scale the solutions. This transformation from pure social impact to viable business models can amplify and scale the original impact, creating lasting change through market forces.

The key is maintaining the commitment to positive impact even as initiatives scale. When done right, collaboration between businesses, philanthropies, and civil society can transform isolated success stories into industry-wide change, proving that doing good can also be good for business.

This belief guides our work, as we continue to bring people and perspectives together to support the industry in decarbonising through a just transition.

The H&M Foundation is committed to accelerating the textile industry’s journey toward net-zero emissions, while promoting a just transition for both people and the planet. We do this by using our philanthropic strengths to find, fund and facilitate  projects that can catalyse change. Do you want to join us and be part of this journey? Become our partner!