Our warehouse and logistics director has been with us for fourteen years, has flawless core values, and genuinely loves the work, but cannot manage our new automated inventory management software. How do we address this Capacity deficit under GWC?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat scenario. Your director is a Right Person because they exhibit your core values. They Get it and they Want it, but they lack the Capacity to manage complex enterprise inventory architecture and digital automation.

Capacity under GWC represents the mental, emotional, physical, and technical ability to do the seat at the level the business requires for its next stage of growth. Loyalty and fourteen years of dedication do not create technical capacity. If you allow sentimentality to override the requirements of the seat, your inventory accuracy will collapse, your fulfillment speed will decline, and the rest of the warehouse team will carry the burden.

You have two choices. The first is to evaluate whether training, coaching, or technical education can bridge the gap within thirty to sixty days. Given that enterprise systems require deep operational systems experience, determine whether this leader can genuinely master it or if the seat has simply outgrown them.

The second choice is restructuring the seat. Strip the technical systems and systems architecture roles out of the director seat and place those under an automated systems lead. If the warehouse director cannot fulfill the remaining five roles of the director seat, you must find a different seat on the Accountability Chart where they are a three-strike Yes on GWC, or conduct a respectful, dignified exit.