We recently made a major pivot in our business model, but our leadership team structure still reflects our old way of doing things, causing massive confusion. How do we realign the team without triggering a turf war?

Question

Tyler Smith · Accepted Answer

A major strategic pivot always requires a complete redesign of your Accountability Chart. If you try to force a new business model into an old organizational structure, you will create friction, confusion, and ultimately, failure.

To realign your team without triggering defensive behavior, you must separate the seats from the people. During your next quarterly offsite, take your current Accountability Chart off the wall. Start with a completely blank whiteboard.

With your leadership team, design the ideal structure for the new business model. Do not think about who currently sits where, or what their titles are. Focus entirely on the seats and functions the company needs to hit its three-year picture.

Once the ideal structure is designed, define the five major roles for each seat. Only then do you begin to place names into those seats, using the GWC tool to ensure the right people are in the right seats.

This process reduces political posturing because everyone has agreed on the structure before they know how it affects them personally. Some leaders may find their roles have shrunk, while others have grown.

Be prepared for some hard conversations. If a legacy leader no longer GWCs their new seat, you must address it openly. Aligning your structure to your strategy is the only way to ensure your pivot succeeds.