What is the Entrepreneurial Operating System (EOS)?

What is EOS® and is it right for your organization?

Learn more about the framework, why we like it, and whether it is the right fit for your organization.

Many people learn about the Entrepreneurial Operating System (EOS®) from the book, Traction, by Gino Wickman. In it, he describes a framework for entrepreneurial organizations to use in running their organizations. This framework takes business principles gathered from some of the best thinkers over the past 20-plus years and uses them to create a set of simple and practical real-world tools. The tools are used to work on the three main areas needed for a healthy organization:

  • Vision – everyone on the same page about where the organization is going
  • Traction – executing on the plan through appropriate accountability
  • Healthy – a strong culture made up of healthy people

Why we like EOS®

There are several reasons why we like EOS®, but here are a few.

EOS® curates great content.

To help our clients, AGH prides itself on having a variety of world-class tools that have come from a variety of great authors, thinkers and companies. We continue to be drawn to EOS® because it utilizes concepts from some of our favorites – like Patrick Lencioni, Jim Collins, Stephen Covey and Simon Sinek – and brings them together in a way that makes sense.

EOS® doesn’t over-complicate things.

There aren’t buzz words or fancy consulting processes, and EOS® meets companies right where they are. There are no vague mission statements or other fluff. Everything is done in a simple, straightforward way that organizations appreciate.

EOS® gets results.

Clients who utilize EOS® find that the tools and systems help their organizations in tangible ways – from reorganizing into the right structure and accomplishing their goals to dealing with personnel issues and seeing the bottom line grow.

Is EOS® the right fit for your organization?

While EOS® is a great system for creating a healthy organization, it isn’t for everyone. Here are some reasons your organization may not be a good fit.

Organization size

If you are a two-person shop, you might be too small to need the full EOS® system, although you could benefit from some tools like the Level 10 meeting, Scorecard and Issues Tracking. If you have 1,000 employees, your needs may be too complex for EOS®, although some tools could also still be helpful.

Addressing pieces instead of an entire organization

EOS® is an operating system that your whole organization will eventually run on (not a computer system – just a way of running your organization). Some organizations want to work on a piece of their organization (like their strategy or leadership development, which is perfectly appropriate. You can use individual tools from EOS® if that is more appropriate. Some of our favorites are the Core Values exercise, the Meeting Pulse and the People Analyzer.

Comfortable where you are

EOS® is a process that forces organizations to improve and change. It brings issues to the forefront to be dealt with, forces clarifying discussions on vision and sets up a clear accountability structure. To help you accomplish these things, it also builds your team and grows momentum and energy for the future. If your organization doesn’t want to grow and your leadership team doesn’t want to improve, then EOS® is not a fit for you.

Learn more

Does EOS® sound right for you? Sign up for our free, seven-week email course. Daniel White will send you an email every Monday briefly explaining a key concept and providing an exercise to help you instill the concept into your organization. If you would like to learn more, contact Daniel using the information below.

Daniel White

Senior Consultant
Org. Development & Family Business Services

Daniel White assists organizations with their organizational development needs, including strategic and operational planning, leadership development, and employee engagement efforts. He has worked with a wide range of industries, including construction, healthcare, manufacturing, banking, not-for-profits, and government organizations. He has also worked internationally as an organizational development consultant, serving organizations in Bolivia, Guatemala and Ghana.

Prior to advising organizations, Daniel worked in not-for-profit leadership and operations, directing projects with clients such as the US Department of State and the United Nations Population Fund. He has been published in Fast Company and several academic journals, and he has presented at a number of national conferences.

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