This chapter focuses on coordination within the organization whose function is to reduce or prevent inter‐operation disruption which hinders profit. The need for coordination increases with the number of operational activities, the degree to which these can affect one another or are interdependent, and the degree to which they affect the same parts of the environment. The more integrated and more numerous our operations are, the more likely this sort of disruption becomes. The integration may be within the organization, so if operation ‘A’ supplies operation ‘B’ they need to be coordinated. Equally, the connection can be through the environment. If two departments of the same organization compete for the same customer, or send contradictory messages to the same market, that's a coordination issue. To prevent this sort of internally generated disruption one needs some form of coordination between the operational activities at each fractal level.