   
 | From the Editor's Desk
Cracking the Code of Sustained Collaboration Ask any leader whether his or her organization values collaboration, and you'll get a resounding yes. Ask whether the firm's strategies to increase collaboration have been successful, and you'll probably receive a different answer.
"No change seems to stick or to produce what we expected," an executive at a large pharmaceutical company recently told me. Most of the dozens of leaders I've interviewed on the subject report similar feelings of frustration: So much hope and effort, so little to show for it.
One problem is that leaders think about collaboration too narrowly: as a value to cultivate but not a skill to teach. Businesses have tried increasing it through various methods, from open offices to naming it an official corporate goal. While many of these approaches yield progress - mainly by creating opportunities for collaboration or demonstrating institutional support for it - they all try to influence employees through superficial or heavy-handed means, and research has shown that none of them reliably delivers truly robust collaboration.
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