ISSN: 2222-6990
Open access
ICT systems integrators depend on leaders from sales, technical and operational functions to coordinate customer opportunities and execute a shared strategy. This study examined how a cross-functional coordination platform and KPI-based management intervention shaped perceived sales performance in a Malaysian ICT firm. A two-cycle action-research design combined qualitative evidence from four leaders with a post-intervention survey of 30 respondents. Cycle One identified weak coordination, unclear ownership, strategy-execution gaps and inconsistent KPI follow-up. A structured digital coordination platform improved information sharing, visibility and follow-up but did not fully resolve role clarity or performance alignment. Cycle Two introduced KPIs centred on strategic alignment, goal setting and accountability. All measures demonstrated acceptable reliability (Cronbach's alpha = .774-.893). Strategic alignment, goal setting and accountability were strongly correlated with sales performance (r = .614-.715, p < .001). The regression model was significant, F(3, 26) = 18.686, p < .001, and explained 68.3% of the variance. Strategic alignment (beta = .475, p = .002) and goal setting (beta = .323, p = .024) were significant predictors; accountability was positive but non-significant. The results indicate that coordination creates visibility, while aligned strategy and clear goals translate that visibility into performance-oriented action.
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