Two operational departments within an energy company engaged us to improve collaboration between their teams, strengthening communication and enhancing inter-departmental relationships.
Although initially perceived as an issue of interpersonal interaction, our assessment revealed that the tensions primarily stemmed from a lack of clarity in shared
processes, poorly defined roles, and the absence of working agreements between the areas.
Each team operated by prioritizing its own scope of management, without a common understanding of what, how, with what quality, and within what deadlines deliverables were required. This led to misunderstandings, rework, and recurring friction.
The intervention began with a diagnostic phase based on interviews with various key individuals from both areas, aiming to understand the work dynamics and the main pain points between the teams.
Based on this analysis, a collaborative work process was facilitated, focused on reviewing the end-to-end process with the participation of all involved functions, facilitating structured
sessions to articulate expectations, clarify responsibilities, and build shared operational agreements.
During these sessions, roles, responsibilities, work standards, and coordination agreements were defined between the areas, establishing a common foundation for future interaction and fostering a more integrated view of the process.
