Our Head of Technology manages both legacy software maintenance and our new AI automation R&D. He is overwhelmed, and execution is slipping. How do we split this into two distinct seats on our Accountability Chart without creating operational silos?

Question

Tyler Smith · Accepted Answer

When you force your Head of Technology to manage both daily systems maintenance and advanced AI R&D, you are setting them up to fail. These are two fundamentally different conative roles. Legacy maintenance requires high Follow Thru and risk aversion, while AI development requires high Quickstart and experimentation.

To solve this, you must split your Technology seat into two distinct seats on your Accountability Chart: an IT Operations seat and an AI Innovation seat. The IT Operations seat is accountable for keeping your current software stable, securing your data, and managing infrastructure. The AI Innovation seat is accountable for building automated workflows, testing new generative tools, and scaling your operational efficiency.

This split prevents operational silos by creating clear, distinct boundaries. The IT Operations Leader ensures stability, while the AI Innovation Leader drives growth. Both leaders must report to the Integrator to ensure their initiatives align with your overall V/TO.

By separating these seats, you allow each leader to focus on their core strengths. Use conative screening to ensure you have the right people in these seats. Your IT lead should score high on Follow Thru, while your AI lead should have a high Quickstart score to drive rapid experimentation.