EOS Introduction

Early on in the days of Predikto we were running like a real startup: in absolute chaos. Things were getting done, and well, but it was a mix of luck and hard work, we were in fight or flight mode 24/7. Part of the way in, our CEO Mario brought in the Entreprenuer Operating System (EOS) to help us get our act together.

We of course rolled our eyes and made sarcastic comments like “this is just Agile for management” but pretty soon we were saying “this is just Agile for management” with no sarcasm. The system worked, we tweaked it along the way, and I’ve continued to use it in every role since: from tiny teams in startups to 100+ person techncial orgs in fortune 50s.

In this series, I’ll be exploring the EOS framework and how it can help you build a successful business. Interweaved is my series on the NASA Technology Readiness Levels (TRLs) and how they can help you understand the maturity of your technology, and an upcoming series on leadership inspired by the work of the Thayer Leadership Development Group and others.

My goal is to mix practical advice on the various systems and frameworks with my own experiences and learnings.

Why EOS? The Big Picture 🎯

Let me tell you about my first “aha” moment with EOS. We were a few months into using it at Predikto, and for the first time, everyone on the team could articulate exactly what we were trying to achieve and what the real important issues in the way were.

EOS is really about having:

  • A clear game plan everyone understands
  • A known process for identifying and resolving issues
  • The right players in positions where they excel
  • A scoreboard that actually shows if you’re winning
  • A way to consistently deliver results, not just have occasional wins

Six Key Components

Through implementing EOS across different organizations, I’ve seen these six components work consitently. Here’s how they play out in real life:

1. Vision 🔮

Identify, articulate, and internalize a clear, single, North Star:

  • Make tough decisions about product direction
  • Align our team’s daily work with our long-term goals
  • Keep everyone focused on what really mattered

2. People 👥

This was probably the most transformative piece for us. We learned that:

  • “Right person, right seat” isn’t just a catchphrase - it’s about having people who both share your values and have the skills for their role. Not all roles are the same, and not all people are the same, it’s trite but often forgoten in real life.
  • Culture isn’t about ping pong tables - it’s about how you make decisions and treat each other.
  • Real accountability comes from clarity and trust, not micromanagement.

3. Data 📊

I used to be skeptical about metrics until I saw how powerful the right ones could be. Smart people are capable of gaming metrics and are often incentivized to do so, but if you have a high trust team and the right shared vision and process, you can find the right things to track:

  • We tracked just 5-7 key numbers that told us if we were on track.
  • These became our early warning system for potential issues, if the number is off, you should know what that implied and what to do next.
  • Everyone knew exactly how their work impacted these numbers.

4. Issues 🎯

This has been the real core of the system for me and my teams. Instead of letting problems fester:

  • We got them out in the open during our weekly meetings (Level 10 meetings).
  • Solved them systematically using the IDS process (Identify, Discuss, Solve).
  • Actually kept them solved instead of seeing the same issues pop up again and again.

5. Process ⚙️

In the startup world, “process” can be a dirty word. But here’s what changed my mind:

  • We documented our key processes when they worked well, changed or abandoned them when they didn’t.
  • This made onboarding new team members much smoother
  • It freed up mental energy for solving new problems instead of reinventing the wheel

6. Traction 💪

This is where the rubber meets the road. For us, it meant:

  • Weekly meetings that actually moved things forward
  • Quarterly goals that stretched us but were achievable
  • A rhythm of execution that kept us moving forward consistently

The Journey: What to Really Expect

Let me share what this journey typically looks like, based on my experience implementing EOS in different organizations:

First 90 Days 🌱

  • You’ll probably feel overwhelmed at first - that’s normal. The L10 meetings might be hours long and feel like a gripe session. As you solve the accumulated issues, the meetings will get short, faster, and more productive.
  • Focus on getting the meeting rhythm right. If they’re too frequent there’s not enough time to handle action items, too infrequent and issues fester too long. For most team’s I’ve done weekly 3 hour meetings at the start.
  • Start seeing small wins that build confidence.

6 Months In 🌿

  • The weekly meetings become second nature, and you’ll find yourself getting more and more out of them.
  • Your team starts solving more problems without escalating to the L10, and the things that come up to the meeting are meatier and more important.
  • You begin to see real traction on your goals.

18-24 Months 🌳

  • The system becomes part of your company’s DNA
  • You’re hitting most of your goals
  • New challenges still come up, but you have a proven way to handle them. Leaders don’t have anxiety about issues because there is a demonstrated process to handle them. Issues become the core of the job and a good thing, identified and resolved issues are progress.

Making It Work: Real-World Lessons

Here’s what I’ve learned works (and doesn’t) across different organizations:

✅ Do:

  • Get your leadership team fully committed before starting. If people aren’t showing up to the ceremonies and taking it seriously, it’s not going to work.
  • Follow the process even when it feels uncomfortable, the point is to address and solve real issues.
  • Celebrate progress, especially early wins.
  • Stick with it through the tough spots.
  • If you’re using OKRs or another goal framework, just keep using those, you don’t need to be too religious about the specifics of the system, understand the concepts and apply them to your org.

❌ Don’t:

  • Try to implement everything at once. A weekly L10 meeting with good news and IDS goes a long way.
  • Skip the foundational work of getting your core values and vision right. If everyone is rowing in a different direction, you’re not going anywhere.
  • Get discouraged when things don’t change overnight.

The Bottom Line

I’ve seen EOS transform chaotic startups into well-oiled machines and help large organizations rediscover their entrepreneurial spirit. It’s not magic - it’s about consistently applying the pricnciples and putting effort into operating the business itself rather than being so focused on individual tasks.

Whether you’re leading a small team or a large organization, EOS can help you build something that lasts. In the upcoming posts in this series, I’ll dive deeper into each component, sharing specific examples and practical tips from my experience with EOS across different organizations.