This paper describes LG Chem Research Park’s process of transforming a large, closed R&D center into a collaborative organization. Experiments with open innovation intermediaries unveiled internal boundaries, both formal and informal. That experience led the organization’s leadership team to seek ways to “unfreeze” the organizational culture. The internal application of open innovation tools broke down formal boundaries between individuals and teams. Informal communities allowed researchers to build relationships, thereby breaking informal boundaries. Easing researchers’ anxieties about collaboration, and then building researchers’ trust, in others and in the organization’s commitment to collaboration, were crucial cultural shifts. The transition process at LG Chem Research Park can serve as a model to guide R&D organizations seeking to broaden internal collaboration and move toward deeper open innovation.
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Volume 60, Issue 4, July-August 2017