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# Lead Transition Plan

## Outline
* *Executive Summary*
    * *Starting Situation*
    * *Proposal*
    * *Chances & Risks*
    * *Decision*

* Starting Situation
    * Leadership change 09/2023
    * Expectations
    * Reality
        * Structural Changes
        * Cultural Changes

* Challenges
    * Culture Shift
    * Risks
    * Leadership Discussions
        * Conclusion

* Leadership Change Proposal
    * New Leadership
    * Goals
    * Transition
        * Interim Structure
            * Sales
            * Operations
        * Mid Term Structure



## Team Meeting Minutes from June 28

As a result of repeated discussions a decision has been made to initiate the process of transitioning McDonalds Lead role. 
Transition will happen from DB further, "Predecessor", to TV, further "Successor". Below is the organization structure that the McDonalds team would like to impose as well as the steps required to execute on this plan. 


### Structure
- Successor will conduct all communications with the CocaCola Oragnization. Such communication include all cases in which CocaCola expects a single POC. Successor has no responsibility for deriving strategies or bearing the responsibility for any decisions made by the team. Successor will hold a role of a "translator" or "spokesman" and will only be responsible for effective communication of team's decisions. More detailed job description will be derived as part of the action items listed at the end. 

- "Sales" role will remain the same and will consist of sales and internal organization up until a more sustainable setup is found. 

- McDonalds Labs team will be more self-organized until a more suitable setup is found. 

- The team as a whole will identify situations on which we as a team can not compromise. In such case, when communicating such "non-negotionals" to CocaCola, Successor can and should ask for help and a bigger representation of the team on the calls with CocaCola. Internally we can refer to this group of individuals as "comity". In reality, this is simply a group of driven individuals who would like to participate in decision making process. There is no barrier of entry nor there is a requirement to participate. 


### Steps That Would be Good to Take:

It is important to mention that we must conduct most of this ourselves and can not outsource everything to G in order to prove that we are self-organized unit and can act accordingly. 

1. Present this plan to G and L for input and suggestions. 
    - Also get their help on identifying the responsibilities Successor might have in this role. 
2. Ask G to mentally prepare CTO for the conversation with the team.
3. Allow for a renegotiation possibility for the Successor.
4. Ensure that there is no barrier to entry into the "comity". Anyone can contribute the the cause they feel passionate about. 
5. Identify who and how will deliver the information to the Predecessor. CTO or someone on the team. 
6. Identify the transition period as well as who will prepare Successor for the new role. Predecessor or someone else on the team. 
7. Agree upon whether we will be ready to accept Predecessor on any other roles if so asked by the Predecessor. 
8. Identify the list of non-negotionals, that we should be ready to "die on the hill for". Should be a very short list of items.
