So that's a classic case of conflicting requirement. There was a project that I was doing in Europe region. The brand was spread across multiple geographies. Now every geography had their own brand manager and they had their own requirement about product listing or product management. Often the capabilities that we used to build for them for one brand manager may be in conflict for another brand manager. Now in those conflicting situations, developing two separate capabilities for same feature or for same goal might cost two times for clients. So what we used to do was to optimize. We used to have meetings with all the stakeholders, helping them understand pros and cons of conflicting requirement. Then we used to discuss that what are the possible solutions that can meet both of their needs. In worst case, if we are not able to bring in agreement, then we have to bring in decision maker who can decide what is going to be the right solution that we need to take from organizational perspective. That's how we used to manage conflicting requirement.
