Most costly change programmes assume the fix has to be as large as the problem feels. It usually doesn't.

A service fails somewhere in the middle. A booking goes through, a handover happens, a complaint gets logged, and something drops between two teams who never see the same version of the customer's day.

Each department is meeting its own targets. The customer experiences the join. The usual response is a programme: new systems, new structure, sometimes a full rebuild of the journey. That is expensive, slow, and often unnecessary. When we sit with the people either side of a handoff and walk the sequence together, department by department, the cause is frequently a single missing or malformed touchpoint.

A confirmation that doesn't carry the right information forward. A status that updates in one system and not the other. Fixing that one point is a fraction of the cost of a rebuild, and it works because it was found by looking at the join itself, not by looking harder inside either department. Neither team could have found it alone. Each only sees their own side of the handoff, so the gap between them is invisible from inside either one.

Finding it means standing where neither department stands.