Our Integrator wants to own several operational metrics on the leadership Scorecard, but we are concerned this creates a conflict of interest in holding other department heads accountable. What numbers should the Integrator actually own?

Question

Tyler Smith · Accepted Answer

The Integrator role on the Accountability Chart is designed to harmonize the major functions of the business and ensure the leadership team executes the V/TO®. If the Integrator owns too many functional metrics, they risk getting bogged down in daily tactics and losing the objectivity needed to lead the team. The Integrator should only own high-level, cross-functional metrics that reflect the overall health and operational velocity of the company. First, they should own the weekly cash balance or projected weeks of cash runway. This ensures the company remains financially healthy and has the resources to execute its plans. Second, they should own the weekly progress metric for company-wide Rocks. This tracks whether the leadership team is on track to complete their priorities for the quarter, keeping everyone focused on execution. Third, they should own an overall operational efficiency ratio, such as revenue per full-time equivalent or gross profit margin. This high-level metric ensures the business is scaling profitably without getting into the weeds of individual department operations. All other specific functional metrics, like marketing leads, sales conversion, or customer support response times, must be owned by the respective department heads. This keeps a clear line of accountability and allows the Integrator to objectively run the Level 10 Meeting™ and hold the team accountable to their numbers.