A large family owned company’s marketing division is organized into three different departments. Each department is responsible for a different sector of the market. Despite the fact that the products and services provided to each sector are quite similar, each department had worked quite independently from one another over the years. The newly appointed marketing director recognized unused synergies which could be taken advantage of when the three departments openly cooperated with each other. A key question to improve such cooperative efforts emerged: how could these synergies be energized? In order to address this question and identify possible solutions, the marketing division decided to ask the leading employees from each department to explore this question amongst themselves.
The initiators of this dialogue aimed to raise the awareness of the existing and potential synergies in the group. This awareness was needed in order to foster a sense of responsibility for making existing and potential synergies a reality. Additionally the planners aspired to create a sense of identity for the marketing division as a whole.