This engineering organization has great products and services, great people with a high degree of pride in what they do. The problem was that every division acted like its own disparate company. Arguments over shared resources were a common problem. Trust was low and competition with each other was high. After a brief assessment we recommended a ‘management roundtable’ approach to bring the key leaders together on a regular basis to discuss business issues, learn some new skills, and share ideas about how the divisions could cooperate rather than compete. At first the division leaders didn’t see the value and had a hard time finding the time to meet monthly. After one or two sessions they found it so valuable, that other demands for their time were scheduled around it. At the end of six months the CEO was so pleased with the changes and progress, that the ‘manager’s roundtable’ was continued indefinitely.