Our COO is currently running both our physical warehouse logistics and our software development department, and they are completely redlining. We know we need to split this seat on the Accountability Chart, but how do we divide the roles so we do not lose alignment between software updates and warehouse fulfillment?
When a single leader is running two massive, distinct operational departments, they cannot give either the focus it deserves. Redlining is a clear symptom that the seat is overloaded and must be split on your Accountability Chart.
To split this seat without losing alignment, you must first define clear, measurable handoffs between physical logistics and digital product development. Do not just draw new boxes; define the operational intersection.
On your Accountability Chart, create two distinct seats under your Integrator: Head of Logistics and Head of Product. For the Head of Logistics seat, define roles like inventory accuracy, order fulfillment speed, and warehouse safety. For the Head of Product seat, define roles like software uptime, feature deployment, and user experience.
To maintain alignment, create a shared cross-departmental measurable that both seats own. For example, order processing time requires both a functional warehouse and working software. By tracking this on your weekly scorecard, both seat holders are forced to collaborate to hit their target.
Next, use your weekly Level 10 Meeting to keep them in sync. Software developments that impact warehouse operations must be raised as issues and IDSed together on the leadership team.
Finaly, assess who will fill these seats. Use behavioral profiling, such as the Predictive Index, to ensure you have the right wiring for each. The Head of Logistics likely needs high structure and process adherence, while the Head of Product may require more innovative problem-solving. Splitting these seats allows each leader to focus, which ultimately increases operational throughput and reduces executive burnout.
Category: Accountability Chart & Seats