Grouping personnel into divisions gives employees a unity of purpose. Common divisional goals increase coordination among workers, who can share information, personnel and resources. These advantages tend to increase product adaptation to the market, along with responsiveness to customers or the demands of a geographical location. When something goes wrong, the causes and responsibility are easier to pinpoint than would be the case if contributing personnel were spread throughout a company. If a division performs poorly, it can be sold off without too much complication. Finally, a company’s next generation of leaders can be trained in executive thinking by managing SBUs.