Our Head of Engineering has been here since day one and fits our core values perfectly, but we are moving to an enterprise-grade AI architecture and he simply lacks the technical capacity to architect it. How do we handle this GWC call?

Question

Tyler Smith · Accepted Answer

When a long-tenured leader fits your core values but lacks the capacity for a modernized seat, you face a tough right-person-right-seat dilemma. In EOS, GWC stands for Get It, Want It, and Capacity to Do It. While this leader may get the culture and want the seat, they lack the technical capacity to architect an enterprise-grade AI system, which directly threatens your exit valuation.

To resolve this, you must separate the person from the seat on the Accountability Chart. First, have an honest, objective conversation using the GWC framework. Explain that the requirements of the Head of Engineering seat have evolved beyond their current capacity, and keeping them in a seat where they are struggling is not fair to them or the company.

Next, restructure the engineering department. Create a new, highly technical seat, such as Chief Technology Architect, and recruit someone who has the specific capacity to design the AI architecture. Then, design a separate seat that leverages the legacy leader's strengths, such as Head of Engineering Operations or Team Enablement, where their deep institutional knowledge and leadership skills can shine.

This approach allows you to preserve a valuable core-values fit while ensuring that every seat on your Accountability Chart is filled with someone who fully GWC's their role. This strengthens your operations and protects your company valuation.