We recently consolidated our sales and customer success departments on the Accountability Chart to streamline our AI-driven sales funnel, but now the team members are working in silos and refusing to communicate across their old boundaries. How do we use our EOS tools to break down these new structural silos?

Question

Tyler Smith · Accepted Answer

Structural changes on the Accountability Chart often create temporary friction and silos as team members cling to their old habits. When you consolidate sales and customer success to optimize an AI-driven funnel, the team must learn to operate as one cohesive unit.

To break down these silos, you must first align the consolidated department under a single scorecard. If sales and customer success are still tracking separate, disconnected metrics, they will continue to act like separate departments.

Create unified measurables on your weekly Scorecard that require collaboration to hit, such as total pipeline velocity or customer lifetime value.

Second, ensure the entire consolidated department is participating in a single, highly structured Level 10 Meeting run by the seat owner. This meeting is where they must run the IDS process on issues that span across the old boundaries.

By forcing them to identify, discuss, and solve problems together every week, you build the trust and communication needed to make the new structure work.

Finally, reinforce our Charter pillars of Trust and Same Page. Remind the team that the new structure is designed to support the company's exit vision, and holding onto old departmental turf violates the core principle of working for the greater good of the business.