The Economist published a review of a forthcoming book by Morten Hansen on collaboration, which talks about the pitfalls and challenges of creating cross-unit collaboration in an organization. This is espacially true when the organization is sectorized and different parts feel themselves in competition to each other, when it has a lot of – what Hansen calls – territorial managers.

Another voice that emphasizes that for any mainstreaming initiative, in this case mainstreaming of a collaborative culture, you not only need a critical mass of people that work differently, but also signs and incentives (and in some cases pushing) from the top to show that working differently is wanted by the organization’s leadership.