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Integrator
Integrator

Rick Pelletier
Fractional Integrator/CFO/COO

@Tracy Mahood5 - first, congratulations on becoming an Integrator!

The first issue regarding the Visionary is something you should address directly during your next Same Page meeting. Be open and honest about how what you perceive to be a lack of focus is impacting you and your ability to run an effective L10. A lot of times Visionaries don't realize it's happening or there is an underlying issue that needs to be resolved that hasn't been identified yet.

As far as the second issue goes, I don't recommend pre-determining what issues are going to be discussed during the meeting. Ideally... (More)

Rick Pelletier
Fractional Integrator/CFO/COO

@Sharon Means, CPA7 - sounds exciting! My suggestion is to simply step through the EOS model again, just as if neither firm was running on EOS. Obviously you'll have the benefit of your current firm already being familiar with EOS, so it won't be like starting from scratch. First question that comes to mind is how will the two firms operate post-merger? This will directly impact the Accountability Chart, V/TO, etc. Getting clear on the structure first should lead you down the path you need to go. And I would strongly suggest providing the people from the firm you're merging... (More)

Rick Pelletier
Fractional Integrator/CFO/COO

@Lauren Hoover14 - I would start by sitting down with each of them individually to discuss the fact that you don't necessarily feel like they're on board. I'd be prepared to give them specific examples (preferably 3) and really dig into the why. The biggest issue I've seen in these situations is that they don't want to be held accountable. Once you've gotten to the root cause you can decide how to proceed. In the meantime, as the Integrator/facilitator, it's your responsibility to manage the IDS process during the L10. You might want to use the 10 Commandments of Solving... (More)

Jason C Roelofs
Next Level Software Leader | COO - EOS Integrator for Xeo Software

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)