Too many departments and countries/regions function as silos. Results in fiefdoms and a lack of shared best practices and communications. As a result, there is often initiatives that often overlap or conflict with one another and eventually lead to either conflict of Ingram looking like to outsiders that the right hand does not know what the left is doing. This is especially true about coordination of policies, operating procedures, customer and vendor management between the various global regions because performance metrics are based upon regional performance rather than what is best for the entire company. Also, decision making processes take way too long not only because of the silo structure, but because regional presidents/VP's often too often ignore, obstruct, delay or veto policies, practices, etc., that they do not like. This is usually because either the policy will not benefit their group of region or themselves, personally. If it benefits another region over their region, then either forget about getting a positive decision, or plan on either a long fight/campaign at the highest levels (if you can get that level of C-level executive support), or plan on finding a way to split the profits (in other words, cut your regions profits to get the other region to go along, otherwise, a deal or project will never see the light of day).
