This paper examines how a Swiss SME can develop strategic advantages through radical collaboration. The company is under intense international competitive pressure, and its sequential, department-oriented approach to work hinders innovation and speed. The author implements nine strategic design-oriented interventions in three areas of action—infrastructure, employees, and organization—and tests how spatial, structural, and cultural levers can generate collaborative momentum. The measures range from spatial renovations and internal community formats to prototypical development processes. Supplemented by interviews and theoretical references, a visual reflection tool and a postcard are created that make the principles of radical collaboration accessible. The central finding: collaboration arises when responsibility, trust, and participation are consciously designed.