We are shifting our business from a services model to a technology licensing model. How do we run GWC on our entire leadership team when almost every seat on our Accountability Chart has fundamentally changed its requirements overnight?

Question

Tyler Smith · Accepted Answer

A major pivot requires a complete rebuild of your Accountability Chart. You must detach your minds from your current team and design the ideal structure required to run a technology licensing business from scratch. Once you have defined the new seats and their five core roles, you must run the GWC™ tool on every single member of your leadership team for these new seats. Do not assume your existing leaders can make the transition. Evaluate each leader objectively. Do they truly Get the mechanics of software licensing? Do they Want to work in a technology-driven environment, or do they secretly prefer the human-centric services business? Do they have the Capacity, including the mental bandwidth and specialized skills, to execute? Be prepared for hard truths. Some of your most loyal leaders will not GWC™ their new seats. You must handle these gaps immediately. You can redeploy them to other areas, or help them transition out of the company. If you try to force service-oriented leaders into technology-oriented seats, your pivot will fail. Your Accountability Chart must reflect the reality of where your business is going, not where it has been. Run the GWC™ tool ruthlessly but with compassion to ensure you have the right team for the new journey.