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Originally published on LinkedIn (read original).

Senior leaders regularly share with me their concerns about the level of collaboration in the company. They often mention the lack of cross-organizational collaboration they experience, and how this is hindering the company to execute its strategy successfully. They see how the company is not fast or flexible enough, how people and units do not align and combine their efforts quickly enough, how achieving results takes too much time, or how objectives are not met at all. They see it as an important issue and ask me for advice on how to improve the quality of the collaboration (mind you, the quantity is not always the problem).

I often witness the following reflexes in the behavior of executives when they are confronted with collaboration issues: intervene in the structure to force collaboration / change the composition of teams / have HR organize…

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