Factory vs. Field Conflict is a Symptom of a Management Problem

When the "factory" (headquarters, marketing, engineering) and the "field" (the direct sales force, distributors) are at war with each other, it is not a simple disagreement. It is a clear symptom of a serious, high-level management problem.

• The Factory's View: Often sees the field as "stupid and incompetent" for failing to sell a new product or execute a new strategy.
• The Field's View: Often sees the factory as out of touch with reality, pushing a flawed product or an unworkable strategy that customers are rejecting.

The Real Issue:

The conflict is a sign that there is a fundamental misalignment between the company's strategy, its products, and the capabilities of its sales channels. It doesn't matter who is "right" in the debate. The existence of the war itself is proof of a management failure to:

1. Properly understand the market.
2. Develop a product that fits the market's needs.
3. Create a strategy that the sales force is equipped to execute.
4. Listen to the feedback coming from the field.

This internal conflict is incredibly destructive. It paralyzes the organization and wastes vast resources. It is management's responsibility to identify the root cause of the misalignment and solve it quickly. This often happens when the wrong sales force is given the wrong direction.