One of my clients runs an in-house operation that provides goods and services to other areas of the company. If she can’t satisfy her internal customers’ needs, they can decide take their business elsewhere, which may not be good for her group’s results or the larger company’s bottom line. It can also create negative feelings between colleagues, which is bad for interdepartmental relations and general morale.
But there are often situations when internal clients need more than an internal provider can easily deliver, or when clients need new or conflicting things at the same time.
