Interdepartmental calibration
An analysis of the relationships between departments: handover quality, dependencies between indicators and conflicting objectives, with a health score for every relationship and a plan to recalibrate internal processes.
Departments that work like islands
Most conflicts between departments are not about people, but about objectives that contradict each other.
Sales is paid for volume, operations for quality and support for response time. Each department meets its objectives, yet the company loses exactly where they meet.
These tensions show up as complaints, emails with many people in copy and meetings looking for someone to blame. They are rarely treated at the root, because nobody has described or measured them.
Interdepartmental calibration makes these tensions visible, measures their effect and defines, for each one, what changes in the internal process so that it disappears.
What's included
Concrete, ready-to-use deliverables, adapted to the reality of your organization.
- Map of relationships between departmentsWho hands over to whom, how important each relationship is and how often the teams interact.
- Handover qualityHow each side rates the handover: the department that hands over and the one that receives, with differences in perception flagged.
- Dependencies between indicatorsWhich KPIs of one department depend on another department's work and how well each is supported.
- Conflicting objectivesThe concrete conflicts between objectives, with their severity and cause.
- Health score for every relationshipA clear picture of healthy relationships and of those that need intervention, with priorities.
- Recalibration planFor every tension: the change in the process, the owner, the deadline and how the result is verified.
How we work
A clear process, with your team validating every stage.
Relationship map
We identify the relationships between departments and the importance of each.
Evaluation from both sides
Each department rates the handovers and dependencies, so differences in perception become visible.
Identifying tensions
We document conflicting objectives, with their cause and effect on results.
Recalibration plan
We define the changes to internal processes and follow how the tension decreases until it is resolved.
What changes in the company
The result isn't one more document, but a clearer way of working for everyone.
- Fewer conflicts between teamsTensions are treated at the root, not just discussed in meetings.
- Objectives that support each otherDepartments stop winning at each other's expense.
- Frictionless handoversEvery relationship has clear rules and a shared standard.
- A picture for leadershipYou see at a glance where collaboration works and where it gets stuck.
Where it fits in the ERS system
Each service can be contracted on its own, but the greatest value appears when the pieces connect, just like roles in a production workflow.
Interdepartmental calibration
Departments that work as one workflow
Frequently asked questions
How is it different from the facilitated calibration session?
The facilitated calibration session aligns evaluation standards between managers. Interdepartmental calibration deals with the relationships between departments: handovers, dependencies and objectives that contradict each other.
What happens to the tensions identified?
Each tension gets a cause, a recalibration of the internal process, an owner and a deadline. Progress is followed until the tension disappears.
Do you work with employee data?
No. The analysis concerns the relationships between departments and their processes, not individuals. Employees' individual data stays exclusively within the company.