As routine project coordination gets absorbed by automated workflows, how do we evaluate whether current operational managers can transition into systems-optimization roles on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

When automation eliminates checklist tracking and status updates, traditional project management seats become redundant. The seat must evolve from task monitoring to systems management and workflow optimization. You must evaluate whether your current managers have the capacity to make that leap.

Use the GWC tool from EOS. Evaluate each person on whether they Get it, Want it, and have the Capacity to do it for the newly defined seat. Getting it means the manager intuitively understands how data flows between automated systems and can spot bottlenecks before they halt delivery. Want it means they genuinely enjoy working with technical workflows and diagnosing system errors, rather than missing the interpersonal dynamic of delegating manual tasks to juniors.

Capacity means they possess the analytical capability to configure software, test prompts, and interpret operational data. If a manager gets and wants the role but lacks technical exposure, you can provide targeted training. However, if a manager resists automated systems, clings to manual oversight, and insists on supervising checklists that software already handles, you have a Right Person, Right Seat issue. You cannot protect obsolete managerial seats at the expense of operational efficiency.