We just acquired a smaller competitor and need to merge our customer success teams. We are tempted to create a temporary integration seat on our Accountability Chart to oversee the transition. Is this a legitimate strategy, or are we just avoiding a hard decision about who runs the combined department?

Question

Tyler Smith · Accepted Answer

Creating temporary, transitional seats to avoid making difficult people decisions is a trap. It adds unnecessary complexity to your Accountability Chart and delays the inevitable integration of your teams. It also confuses your employees, who need clear, stable leadership during a period of major change.

An Accountability Chart must always reflect the simplest, most effective structure to run your business today and over the next twelve months. It is not a place for placeholder seats or political compromises.

Instead of creating an integration seat, you must design the future-state customer success department today. Decide on the single Head of Customer Success seat and define its five major roles.

Then, evaluate the leaders from both companies against this single seat using the core values and the GWC™ framework. One person must be selected to run the department.

The person who is not selected can either report to the new head in a regional or segment manager seat, or they must leave the organization.

If you need help managing the transition project itself, assign that as a ninety-day Rock to your Integrator or to the newly appointed department head. Do not clutter your chart with a temporary seat that you will have to dismantle in six months. Keep your structure clean and your accountability absolute.