We just launched a new product line that has completely changed our sales cycle and delivery timelines, making our existing scorecard targets obsolete. Do we scrap our entire leadership Scorecard or run a dual system?

Question

Tyler Smith · Accepted Answer

When you pivot or launch a new product line, scrambling to change your entire Scorecard week after week will create chaos and kill accountability. However, sticking to obsolete targets is equally dangerous because your team will stop paying attention to them.

Do not scrap your Scorecard, and do not run a dual system that will only confuse your team. Instead, maintain your core operational metrics while introducing temporary, launch-specific leading indicators.

For the new product line, focus your weekly Scorecard on high-frequency, early-stage activities. This might include the number of initial discovery calls, product demo completion rates, or early customer feedback scores. Keep your existing legacy metrics on the Scorecard, but adjust their targets downward to reflect the shift in capacity and resources toward the launch.

Review these numbers weekly in your Level 10 Meeting™. Use this transitional period to collect data and understand the new sales cycle. After one full quarter, you will have enough baseline historical data to permanently adjust your targets. This approach keeps your team focused on data-driven execution without losing the structural discipline of your weekly EOS® process during a major business transition.