While I too have not tried rolling out EOS in this large of an organization, I have worked with companies who were rolling out agile project management practices in a similar fashion. In this case they created Scrum of Scrum teams for each region and had a member of each on a similar global team. So basically global leadership and maybe even department teams, that have a representative also in a regional L10 who also has a representative down in regional departmental L10s. You want to have traceability between each level of teams, whenever you get a break where a... (More)
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@Michael Ulbrich38 - in regards to #1, my experience is that this is a fairly common situation, especially when the Integrator is new to the role. The key to success is having a plan for what it's going to take for the Visionary to get comfortable enough to make that transition and making sure the Visionary and Integrator are committed to the Same Page Meeting to ensure open lines of communication and that issues are getting addressed. In regards to #2, I've never dealt with an organization that large trying to implement EOS, but look forward to seeing what those... (More)
Like I shared in my comment to Rick's answer, I'd really recommend the exercise of building it from scratch with the examples given in the EOS literature and websites. I don't think there is a substitute for the mental work done in building an accountability chart that is true to their own business. If they have problems describing their own structure then I'd have an Issue suggestion for the V/TO.