Thank you.
As I mentioned, the way we did a project was to have very clear governance at the outset—the framework as to who does what.
The second piece that goes with that from an accountability point of view is to establish something like a scorecard model. If you have clear scorecards available to the accountable managers across the functions and across, in this case, the same geography as to what output they'd be measured against, those can be tracked regularly, and there is a review process.
Tracking is done not just for tracking's sake; there are consequences of not delivering. If things such as who is accountable and what the consequences are and what you expect out of them as a governance body are known up front, then the model is much more robust in terms of meeting those expectations, because people understand them much more clearly. The last thing you want to do is to have a vague set-up with no consequence attached to it.