Our company is expanding rapidly and we need to split our Operations seat into two distinct seats: Supply Chain and Fulfillment. Our current Operations Director insists he can still run both, but things are starting to slip. How do we make this structural change on the Accountability Chart without offending him?

Question

Tyler Smith · Accepted Answer

As a company grows, seats on the Accountability Chart must split to prevent individual capacity from becoming a bottleneck. When splitting your Operations seat into Supply Chain and Fulfillment, you must focus entirely on the needs of the business, not the feelings of your current director.

Start by dedicating Thinking Time to define the roles for both new seats. Make sure the responsibilities are completely separate and measurable on your weekly Scorecard. This keeps the restructuring objective and free of personal bias.

Next, have an open and honest conversation with your current Operations Director. Explain that the business has outgrown a single operational seat, and to hit your three-year picture, you must split the responsibilities.

Ask him which of the two new seats he genuinely GWC's. He cannot sit in both. Show him how narrowing his focus to one seat will allow him to excel and prevent burnout. If he resists and insists on keeping both, you must stand firm on what is right for the business structure.