给每个部门赋予一个清晰的工作重点，并配置必要的资源以利于实现目标，这使得针对资源配置所做的诊断变得简单直接，还能够避免角色错位。举个这方面的例子，我们有一个营销部（目标是做市场推广），还有一个客户服务部（目标是服务客户），两个部门所做的工作类似，把它们合并起来也许会有一些好处，但是营销和客户服务是两个不同的目标。如果把这两个部门合并，则部门管理者、营销人员、客户顾问、分析员和其他人员就会收发相互矛盾的反馈。如果问为什么客户服务质量相对下降了，人们会回答：“上头鼓励我们提高销售业绩。”如果问为什么没能提高销售业绩，合并后的部门可能解释说，他们需要多为客户服务。
Giving each department a clear focus and the appropriate resources to achieve its goals makes the diagnosis of resource allocations more straightforward and reduces job slip. As an example of how this works, at Bridgewater we have a Marketing Department (goal: to market) that is separate from our Client Service Department (goal: to service clients), even though they do similar things and there would be advantages to having them work together. But marketing and servicing clients are two distinct goals; if they were merged, the department head, salespeople, client advisors, analysts, and others would be giving and receiving conflicting feedback. If asked why clients were receiving relatively poor attention, the answer might be: "We have incentives to raise sales." If asked why they weren't making sales, the merged department might explain that they need to take care of their clients.
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