Anxious to fix the company’s problems, Butterfield’s senior executives—its president and its vice presidents for operations, engineering, sales and marketing, and finance—organized a weekend retreat to hammer out a new strategy. The retreat didn’t turn out as expected, however. Although the executives approached the event with real resolve to define the road back to corporate health, they could not agree about what should be done. Manufacturing attributed the company’s cost problems to the expanded product line and wanted to hack back unprofitable products. Finance wanted more products to lever the company’s fixed costs. Marketing saw a big opportunity to make customized products but despaired of taking advantage of it because product engineering was so slow. And engineering complained that it couldn’t finish projects because marketing was always changing requirements in midstream and clogging the development pipeline with far more projects than it had the capacity to handle.