We are pivoting our business model from custom project work to standardized software-as-a-service, and we need to restructure our delivery team seats entirely. How do we design the new Accountability Chart without causing a mass exodus of our legacy engineers?

Question

Tyler Smith · Accepted Answer

Pivoting your business model requires a structure-first approach to your Accountability Chart. You must design the ideal structure for the new SaaS model without thinking about the people currently on your team. Draw the boxes based on what the business needs to deliver standardized software and support, not what your legacy engineers are used to doing.

Once the structure is clear, define the five roles for each new seat. Then, evaluate your legacy engineers using the GWC™ framework. Some of your top engineers may love custom project work but lack the conative drive or interest to work on a standardized product. Use the Kolbe Index to assess their natural problem-solving styles. A developer who thrives on custom projects may have a high Quick Start score, while standardized product engineering requires a high Follow Thru score.

Have open, transparent conversations with your team. Show them the new Accountability Chart and explain why the structure must change for the company to scale. For those who do not GWC the new seats, help them transition to roles that fit their strengths, or help them make a clean exit.