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Intra-company friction is often hidden in plain sight due to a lack of synergy between departments that traditionally do not interact. The following example is common, and generates tension when significant investment is made but the initiative does not deliver the very items promised in the business case:

1. Business cases written by finance savvy individuals with one set of promised outcomes, all footed to P&L metrics.

2. The corresponding RFP is written by procurement & legal savvy individuals who evaluate vendors on a 2nd (and different) of metrics tied to macro-level business processes.

3. Vendors and implementation project managers use a 3rd set of success factors, typically tied to how the vendor system is licensed, but often have no correlation to either business case metrics or RFP scoring.

4. Post-launch operations managers use a 4th way to measure department KPIs and efficiency. ​​

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Effective companies should ensure their delivery framework is connected, and if assistance is needed, retain consultants who follow the same level of discipline. See below for a walkthrough.