Rondell Data Corporation and W.L. Gore & Associates, Inc. Question: President Bill Hunt is clearly uncomfortable sacking Frank Forbus, that too on Christmas Eve. He says, “I can’t understand why we have such poor luck in the engineering director’s job lately”. If the present trend at Rondell continues, future engineering directors too would, quite likely, find their jobs on the line; even as yet other new products are likely to overshoot schedules. Based on a comprehensive examination of the case, what would you suggest to help Rondell with their present problems? Answer: Rondell Data Corporation is grappled with inter departmental conflicts with rampant blame game. Every department beginning from sales till production kept blaming each other. Each one had their own goals and were aligned to achieve those. For example: Sales people were more inclined towards meeting the customer needs, in a broader terms the market demands as and when required. Moreover, they were more gripped towards maintaining the reputation of Rondell, i.e.“providing varied and differentiated products to the consumers, right from its inception”. So, the sales department took up orders and kept giving false promises of delivery dates to the consumers which at most times overshoot the scheduling. In this regard, the production department was unable to produce with such less time and on the top of that the major issue was with the defective designs of the products by the engineering department. Engineering departments had their issues with new innovations being incompatible with existing designs. Some of the suggestions that our team propose to