Why Your Teams Aren’t Aligned: How Adaptive Leadership Turned A Company's Market Failure into a Success Story

Last week, our article went into a basic overview of what adaptive leadership framework is, and the basic terminology from the framework. I have written about adaptive leadership in some capacity since the inception of Well Led Strategies.

But what I have not done is offer an in-depth, pragmatic example of how Adaptive Leadership would apply in the business world.

Let's change that.

Below is a case study of a challenge that appears technical, but has a significant underlying adaptive challenge (Please note that the example below is an anecdote. The name of the company is not intended to represent any real organization):

Building Internal Bridges at EcoCraft Beverages

Background: EcoCraft Beverages, a producer of eco-friendly and health-conscious drinks, had gained a strong foothold in its local market. Confident in its product and mission, the company decided to expand into new regional markets. Leadership believed the challenge to be logistical and technical, focusing on scaling production and distribution.

However, early results showed weak sales and minimal brand recognition in the new regions. Internally, frustration grew among teams as the marketing department blamed the product team for a lack of innovation, while sales struggled to gain traction with distributors. The company's once-collaborative culture began to fracture.

The Initial Technical Solution:

EcoCraft’s leadership implemented a more sophisticated customer relationship management (CRM) system and hired a market research firm to gather data on target regions. They also increased marketing budgets, believing better technology and insights would resolve the issue. Despite these efforts, internal misalignment persisted, and sales remained underwhelming.

Why the Technical Solution Failed:

The technical solutions failed because they addressed surface-level symptoms without tackling the underlying adaptive challenge: EcoCraft’s teams lacked the cross-functional collaboration and shared understanding necessary to craft strategies tailored to the new markets. Each department operated in silos, focusing on their immediate goals rather than a cohesive strategy to engage the new audience effectively.

Applying an Adaptive Solution:

Recognizing that deeper organizational change was needed, EcoCraft brought in a consultant trained in adaptive leadership to help the company align its internal teams and develop the collaborative environment needed to create a new comprehensive marketing strategy.

1. Diagnosing the Adaptive Challenge. The consultant facilitated interviews and workshops with employees across departments, uncovering a critical issue: the teams had different assumptions about the priorities and needs of the new markets. For example, the marketing team emphasized sustainability messaging, while the sales team reported that distributors were more focused on affordability and convenience. The adaptive challenge was to create a shared understanding and a unified approach to market expansion.

   
   

2. Engaging Stakeholders. The consultant designed a series of cross-departmental workshops where employees could share insights, discuss market data, and align their perspectives. These sessions highlighted the value of combining each team’s expertise to develop a comprehensive market strategy. Employees were encouraged to voice their frustrations and ideas, creating a sense of ownership and collaboration.

   
   

3. Experimenting with New Approaches. During the workshops, the teams co-created and piloted several initiatives, including:

   • A “customer empathy” exercise where employees role-played as consumers in the target markets to better understand their needs.

   • Joint task forces comprising marketing, sales, and product team members to design and test regional campaigns.

   • A revamped product rollout strategy that included smaller, more affordable packaging and region-specific branding informed by cross-departmental input.

     
     

4. Shifting Mindsets and Building Capacity. Leadership worked to foster a culture of collaboration by celebrating team successes and modeling transparent communication. Training and coaching sessions with the consultant were held to help employees develop skills in active listening and conflict resolution, ensuring they could continue to work effectively across departments.

   
   

The Outcome:

Within six months, EcoCraft’s teams were working more cohesively, and the company’s market entry strategy began to yield results. Sales in new regions increased by 25%, and distributors reported greater enthusiasm for the tailored product offerings. Internally, employee engagement scores rose, with staff expressing renewed confidence in their ability to tackle complex challenges together.

Key Takeaways:

• Technical tools and insights are only effective when internal teams are aligned and working collaboratively toward shared goals.

• Adaptive leadership focuses on fostering cross-functional communication and breaking down silos to address organizational challenges.

• Engaging employees in co-creating solutions builds ownership, accountability, and a stronger culture of collaboration.

  
  

By addressing the deeper organizational dynamics that traditional solutions often overlook, EcoCraft’s story illustrates the transformative power of adaptive leadership. It reminds us that true progress emerges not just from external tools or strategies but from the willingness to engage internally, collaborate across boundaries, and embrace new ways of thinking.