Collaboration is hard in the best of times. Throw in incompatible goals and objectives, and it is downright impossible. Significantly improving how research and innovation get done requires many adjustments to its complicated and interconnected system. One part of this system can rarely make a change independently; to make an effective change, many organizations, processes, organizations, and people must also accommodate and adapt to this change. When all of these actors have clear and complementary incentives to adopt and add to a change, the result can be magical.