In our first 90 days of EOS® implementation, we immediately identified major gaps on our Accountability Chart. Do we restructure the team and make people changes now, or do we wait until we have run the system for a full quarter?

Question

Tyler Smith · Accepted Answer

The first ninety days of an EOS® implementation are about establishing a baseline and building execution habits, not launching a massive corporate restructuring. It is incredibly common to look at your newly created Accountability Chart and experience immediate panic over the gaps, wrong seats, and missing roles. However, making rash personnel decisions in the first ninety days is usually a mistake.

Before you start moving people or hiring new headcount, you must give the system time to reveal the true performance of your team. The weekly Scorecard and quarterly Rocks will naturally highlight who can actually deliver and who cannot. Within twelve weeks, the data will do the heavy lifting for you, making personnel decisions obvious and objective rather than emotional.

The exception to this rule is a major, toxic violation of your Core Values. If you have someone who is actively undermining your company culture, you must address that immediately. For standard seat misalignment or GWC™ issues, follow this timeline:

- Use the first thirty days to finalize the Accountability Chart and clarify roles.
- Use the next sixty days to measure performance weekly using the Scorecard.
- Set clear, measurable Rocks for the upcoming quarter to test capabilities.
- Review the data at your first quarterly pulsing session before making structural changes.

Rushing into changes without data often results in solving the wrong problem. Let the EOS® tools run pure for one full quarter. You will gain the clarity you need to make surgical, permanent adjustments rather than chaotic, reactive ones.