Definitely there are always thin lines between Marketing requirements and design preferences from the Design team I would suggest streamlining both teams through the Program Manager or Project Manager - Clear and transparent communication - Understanding of each other's constraints and limitations - Involvement of Marketing team on each phase of project like prototyping, assembling, testing , additionally need to discuss some improvement points to Customers and convince them - Vice a versa for Design team

To align engineering and marketing when they clash over design, 1. Joint Brainstorming Sessions: Host structured meetings to let each team openly share their priorities and constraints. This builds empathy and reveals common ground. 2. Clear, Shared Objectives: Define joint goals that balance both technical feasibility and market appeal. These serve as a guide whenever disagreements arise. 3. Iterative Designs: Use an iterative approach to create versions of the design that incorporate feedback from both teams. Regular review checkpoints help make adjustments early, reducing major conflicts later. 4. Define Non-Negotiables and Flex Areas: Encourage each team to list essential requirements (non-negotiables) .

If we to use the quality system i.e ISO 9001etc , were customer needs have to be satisfied, in this case marketing is the customer so engineering have to work to satisfy the customer needs internally. Engineering has to work to meet the marketing team's needs. Marketing is the interface between the a company and the external customers so it knows what the customers want , and for the business to remain vaible these have to be met through the use of engineering skills.

Engineering and marketing always seem to be adversaries when sales don’t reach expectations. The marketers blame the engineers for failing to address concerns at the assembly line causing the release of a defective or unreliable product that ends up in recalls. Engineers blame marketing for trying to rush a product to market to get ahead of any competition and maybe even make product claims that can’t be supported. We see it in the automotive industry routinely. The customer suffers in the end. A Six Sigma approach creates a team focused on aligning their mutual perspectives and ultimately generating a reliable and good selling product.

Here’s a detailed breakdown of how to navigate this situation: 1. Facilitate Open Communication 2. Identify Shared Goals 3. Leverage Data and Research 4. Explore Compromise Solutions 5. Establish Clear Criteria for Decision-Making Define Success Metrics: 6. Encourage a Culture of Collaboration Promote Cross-Functional Teams: 7. Seek Leadership Support Conclusion By focusing on communication, shared goals, and data-driven decision-making, you can facilitate a collaborative environment that respects both engineering and marketing perspectives. The key is to create a space where both teams feel valued and are willing to compromise for the greater good of the project.

Bridging the gap between engineering precision and marketing appeal, I prioritize aligning teams with clear, shared objectives. Engaging both groups in an open dialogue, I ensure each team presents its critical needs and expectations, making technical parameters relatable to marketing and, likewise, translating market insights into actionable terms for engineers. By focusing on shared goals and fostering a collaborative environment, I drive consensus that respects both technical feasibility and customer impact, resulting in a cohesive design that upholds both functional standards and market appeal.

I would start by listening to all parties interest, the engineers design would be more creditable if it needed engineering standards and analysis ran. I would listen and maybe the marketing could bring something extra to help though. In the end, listening is key to every project big or small. Listening only takes time don’t miss out on giving that time to others for their ideas to be part of a team.