We recently completed an acquisition, and both companies have a strong VP of Supply Chain. Both insist on keeping their title and co-leading the function, but EOS requires one name per seat. How do we resolve this duplicate leadership without losing one of them immediately?

Question

Tyler Smith · Accepted Answer

When two names sit in one seat on an Accountability Chart, nobody is accountable. Direct reports receive conflicting instructions, vendors exploit divisions during negotiations, and performance issues inevitably collapse into mutual finger-pointing. You cannot allow co-heads on your leadership team.

First, analyze whether the post-merger supply chain actually requires two distinct operational functions. In a larger, combined organization, supply chain often splits naturally. For example, one seat might own Strategic Sourcing and Vendor Relations, focused on contract negotiations, supplier risk, and unit economics. The other seat might own Logistics and Inventory Fulfillment, focused on warehouse throughput, fleet management, and distribution. If the scale of the combined business warrants this division, write distinct five-role definitions for each seat. Both seats will report directly to the Integrator or Operations seat.

If the workload does not justify two separate seats, you must make a Right Person, Right Seat call. Evaluate both leaders against your core values and the GWC™ framework for that specific seat. Choose the single person who has the greatest capacity to drive the function toward your future targets. Offer the second leader an alternative critical seat if one exists, or negotiate a respectful, structured exit package. Retaining co-leaders simply to avoid a difficult conversation will erode your margins and paralyze the team.