@Michael Ulbrich39 - 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 that do have to say.
Accountability Chart question/advice: I've received a version of this question a few times lately (going into Focus Days) and would be interested in any advice and perspectives from Implementers.
1) Have you had situations where the company anticipates/wants to fill the Integrator role with one of their current leadership team members, but the current CEO (anticipated Visionary role) is not going to be comfortable having everyone else on the leadership team report to the newly-appointed Integrator role right away coming out of the Focus Day?
2) How have you seen geographical divisions in a current org chart transition to an Accountability Chart? The company today has division heads for US, Europe, and Asia all on their leadership team and it doesn't seem likely that they will role those into one function and have the current division heads NOT be a part of the leadership team. I'd be particularly interested in perspectives from successful EOS implementations with larger (300+ employee) companies that have multiple geographies.
In both situations, I'd appreciate any experiences, perspectives and advice from other successful implementations, e.g. tactics you've used to implement purely while addressing the practical reality of where the company is starting from just getting started with EOS.
Thank you for your help!
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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 team doesn't have a representative in a higher and/or lower team breaks in communication and alignment occur.