We run three distinct business units under one holding company. Do we run a single EOS® implementation across the entire portfolio, or do we need separate Accountability Charts and Level 10 Meetings™ for each entity?

Question

Tyler Smith · Accepted Answer

Trying to force multiple, distinct business units into a single EOS® implementation is a major mistake that leads to cluttered Scorecards, bloated meetings, and zero accountability. If your business units have different customers, different products, and different operational processes, they must be treated as separate entities.

You need a parent company Accountability Chart that defines the holding company leadership team. Then, you must build separate Accountability Charts for each individual business unit. Each business unit must have its own dedicated Integrator, its own weekly Level 10 Meeting™, and its own Scorecard.

This structural separation ensures that each team is focused only on the metrics and issues that impact their specific operations. It also prevents your parent-level leadership meetings from getting dragged down into the daily minutiae of a single subsidiary. Your parent company leadership team should run its own separate Level 10 Meeting™ to monitor the performance of the business units and handle high-level strategic issues.

By keeping these implementations separate but aligned, you create clear lines of accountability across your entire portfolio. This clean structure is also highly attractive to future buyers, as it proves each business unit can operate independently and is ready for a clean exit.