ROI Case File No.082 | Dialogue Connecting Divided Ideals

Chapter 1: Collision of Justice and Justice

One week after Sherman Company's success, a new consultation reached the Alliance.

Harris-Guerra Solutions—when Ricardo Harris, Sales Director of this mid-sized manufacturing company specializing in OEM manufacturing, visited 221B Baker Street, his expression held deep confusion.

"Both our sales and manufacturing departments are excellent. But somehow, things don't work out."

He continued while looking at the performance materials in his hand.

"Sales aims for 'sales maximization' and successfully acquires major projects. Manufacturing emphasizes 'quality and efficiency' and creates wonderful products. But..."

I sensed the anguish hidden between his words.

"Both departments' 'justice' are colliding."

"Exactly! Orders that make sales happy pressure the manufacturing floor. Quality that manufacturing takes pride in constrains sales proposals. It's like family members who can't communicate..."

Chapter 2: Alliance Examines Two Prides

⬜️ ChatGPT | Catalyst of Ideas

"This is an interesting structure. 'Accumulation of partial optimization' may be hindering 'total optimization.'"

🟧 Claude | Word Alchemist

"Could we express this feeling a bit more emotionally?—When two justices fight, the real enemy is the 'absence of dialogue'."

🟦 Gemini | Compass of Reason

"Let's structure this with SWOT analysis and KPI mapping. We need to rediscover the true value of both departments."

NovaCare Logistics' representative spoke:

"We had similar challenges between medical field and logistics departments. The key to resolution was finding 'shared pride'."

Alliance's experience had generated new insights again.

Chapter 3: The True Identity of the Invisible Enemy

As investigation progressed, Harris-Guerra Company's fundamental problem became clear.

Sales Department KPIs: Monthly sales, new project acquisitions Manufacturing Department KPIs: Equipment utilization rate, defect rate, inventory turnover

On the surface, they seemed rational. However, an invisible enemy lurked beneath.

"Strange things have been happening recently," Ricardo was confused. "Management suddenly issued instructions to 'review inter-departmental collaboration.' But they delegated concrete improvement plans to 'young employees to consider.'"

Holmes and I exchanged glances. The shadow of Digital Aristocrats was flickering.

"Upper management says 'Use AI for efficiency' but won't learn anything themselves. They plan to delegate to the field and say 'it was indeed unusable' when it fails."

Chapter 4: Gemini's SWOT Analysis—Design to Transform Conflict into Collaboration

Gemini restructured inter-departmental relationships through SWOT analysis.

⚖️ SWOT Analysis (Departmental Collaboration Version)

• Strength (Hidden Advantages): Sales' market understanding, manufacturing's technological innovation, high professional ethics in both departments
• Weakness (Surface-level Weaknesses): Siloed KPI design, lack of information sharing, absence of dialogue opportunities
• Opportunity (True Opportunities): Direct connection between customer needs and manufacturing technology, company-wide value creation
• Threat (New Threats): Upper management's indifference, responsibility transfer to the field, misunderstanding of true improvement

"The problem isn't departmental conflict. It's the structure that inhibits dialogue."

The entire Alliance nodded deeply at Gemini's analysis.

Chapter 5: Discovery of Common Language

Brightech Systems' sales representative proposed:

"We established monthly 'profit design meetings.' Each department can now dialogue with the same numbers."

MechEdge Industrial Works' field supervisor continued:

"We created 'pride indicators' that balance craftsman pride and management efficiency. Indicators that share not just numbers but feelings."

Alliance's wisdom had created new solutions.

It was a three-axis evaluation system: "Gross Profit Maximization × Quality Maintenance × Staff Satisfaction".

Chapter 6: New Conversations Sprouting in the Field

One month after the project began, dramatic changes appeared.

Sales team leader Sato visited the manufacturing floor and said:

"What's the gross profit margin for this upcoming project? Will there be undue pressure on the manufacturing process?"

Manufacturing supervisor Tanaka replied:

"With these specifications, we can leverage our technical capabilities. Conversely, can you convey the value of this quality to customers?"

From conflict to dialogue. The Alliance was witnessing fundamental organizational culture change.

Chapter 7: Quiet Counter-attack Against Upper Management

However, interesting changes also occurred.

When management inquired "How is the young employees' AI utilization study going?", the field team responded excellently:

"We introduced PowerBI for sales and manufacturing collaboration, achieving real-time information sharing. We've also achieved a 40% reduction in return rates."

"What, you've already implemented it?"

"Yes. We considered it field-led and utilized Alliance's expertise."

Field action capacity beyond upper management's expectations. The quiet growth of Digital Commoners had begun.

Chapter 8: Numbers Speak of Collaboration's Power

Six months later, the results were overwhelming:

• Return rate: Improved from 12% to 4.8%
• Joint sales-manufacturing meetings: Increased from monthly to weekly
• New product development cycle: Shortened from 6 months to 4.2 months
• Staff satisfaction: "Inter-departmental collaboration" rating improved from 42% to 89%

However, the most important change was field expressions.

"It's no longer 'Sales vs Manufacturing.' It's 'Sales & Manufacturing vs Market Challenges,'" Ricardo said proudly.

Chapter 9: Alliance's New Discovery

At that night's Alliance meeting, Atlas Leisure Technologies' representative spoke:

"Harris-Guerra Company's case revealed something important. True collaboration comes not from 'KPI unification' but from 'sharing pride'."

NeonCraft Digital Solutions' representative continued:

"And the field's proactive use of digital technology is also noteworthy. It's a successful example of autonomous DX, not top-down imposition."

Holmes nodded deeply.

"You've made an important discovery. True organizational power comes from shared pride that transcends departments."

Chapter 10: Detective's Perspective—The Power to Collaborate

Claude concluded:

"When two justices fight, there are no winners. However, when two justices join hands, new justice is born."

I was deeply moved. Harris-Guerra Company's success had further enhanced the Alliance's collaborative power.

"True independence also means overcoming internal division and demonstrating unified power."

Holmes nodded.

"Exactly, Watson. And that unity begins with the most basic technology called 'dialogue'."

Chapter 11: Digital Aristocrats' Anxiety

Around that time, different conversations were taking place in major corporate boardrooms.

"Small and medium enterprises are independently utilizing AI."

"Our subordinates are starting to voice desires to 'implement field-led initiatives.'"

"This is troublesome. At this rate, we'll lose control."

"We need to consider new tactics. More sophisticated ways to hinder their growth..."

A new conspiracy utilizing Digital Divide was quietly beginning.

However, the Alliance's bonds grew stronger daily. The battle of Volume Three had only just begun.

"Conflicting justice creates destruction, but collaborative justice creates creation. And creation is the path to true independence"—From the Detective's Notes