Solving the end-to-end process ownership dilemma

Imagine a company dedicated to delivering high-quality products but struggling to balance sales, production, and logistics. 

Sales rushes to secure orders, leading to strained production and quality issues. Production overproduces to save costs, causing inventory pileups that burden logistics. Logistics delays shipments to cut costs, resulting in customer dissatisfaction and impacting sales performance.

To address these challenges, companies might consider a comprehensive redesign of their processes. 

Appointing a process facilitator, rather than an end-to-end process owner, could help harmonize conflicting priorities, improve communication, and ensure continuous improvement without direct authority.