We operate two distinct business lines, an agency and a software product, and our leadership team is trying to manage both on a single Accountability Chart. Our Integrator is completely overwhelmed trying to run both operations. Do we need two separate Accountability Charts, or how do we structure this under one Integrator?

Question

Tyler Smith · Accepted Answer

Running an agency and a software product under a single operations model is incredibly difficult because they require completely different operational rhythms and metrics. Attempting to manage both on a single, blended Accountability Chart under one Integrator is a recipe for operational gridlock and severe executive burnout.

You do not need two completely separate companies, but you do need to clean up your Accountability Chart to represent these distinct business lines.

First, establish a single leadership team at the top of the organization, with one Visionary and one Integrator. This ensures overall strategic alignment and consistent core values.

Second, split the operational seats below the Integrator into two distinct columns or business units. One column will represent the agency operations, and the other will represent the software product operations. Each column must have its own dedicated operations leader who owns that specific seat.

Your Integrator cannot be the direct manager of the daily workflows for both. Their role is to manage the two operations leaders, ensuring they hit their respective metrics and Rocks.

By dividing the daily execution into two distinct paths under one corporate umbrella, you protect your Integrator's capacity. You also provide clear, uncluttered reporting lines for the engineering and service delivery teams, ensuring both business lines can scale independently.