There were major problems in the cooperation between sales and after-sales.
Processes were reorganised, instructions issued, and supporting software purchased.
The results of the diagnosis: The two managing directors who were responsible for these departments were waging a mini war amongst themselves and setting the wrong example for the workforce. For their part, the two groups represented the owners’ interests who were fighting their own feuds in this way.
Together, with the owners and managing directors, the intermingling of the different roles and the resulting interactions were examined.
A clarification of roles was achieved, and new rules to stay within budget and maintain a profit were established.
The roles within the departments and the mutual expectations of the other department were clarified by mutual agreement.