Pilot case 02

Fragmentation Across Systems and Interfaces

Context

A team operating across multiple interfaces, with strong operational demands and growing reliance on shared data and tools. While objectives were clear, the organization relied on fragmented systems and indirect coordination across functions and locations.

Fog signals observed

• Difficulty accessing timely, reliable data

• Misalignment between central teams and local needs

• Manual workarounds compensating for tool limitations

• Limited ownership over end-to-end processes

• Friction at interfaces rather than within teams

What we explored

Through a Clarity Scan, we explored how information flowed across teams, tools, and decision points. The conversation focused on where fragmentation occurred between systems, roles, and expectations — and how teams were compensating for these gaps in practice.

What emerged

The issue was not effort or collaboration. It was the accumulation of structural friction: tools not designed for operational reality, unclear ownership at interfaces, and implicit expectations that teams would adapt individually to systemic constraints.

Once these dynamics were made visible, the situation could be reframed as a system-level challenge rather than a performance issue.

What became possible

• Clearer visibility on where fragmentation originated

• Recognition of compensatory work carried by teams

• More grounded conversations about tool limitations

• Identification of leverage points for systemic improvement

• Reduced reliance on individual workaround strategies