The pursuit of synergy pervades the management of most large companies. Meetings and retreats are held to brainstorm about ways to collaborate more effectively. Cross-business teams are set up to develop key account plans, coordinate product development, and disseminate best practices. Incentives for sharing knowledge, leads, and customers are built into complex compensation schemes. Processes and procedures are standardized. Organizational structures are reshuffled to accommodate new, cross-unit managerial positions.
A version of this article appeared in the September–October 1998 issue of Harvard Business Review.
