EOS Model®

Implementers open the first session with the model and come back to it whenever a team argues about where to start. The answer is almost always higher up the picture than the team wants, because a data problem is often a vision problem wearing a spreadsheet. Scores from the organizational checkup are read against the same six headings.

The diagram is a diagnostic more than an illustration. A team that can point at where its trouble sits has already stopped arguing about whether the trouble is real. It also stops the common failure of working hardest on the component the leadership team enjoys, which in most companies is vision and almost never process.

Worked example: A thirty-person e-learning company arrived certain it had a hiring problem. Walking the model from the top took an hour and landed somewhere else: nobody could say which of three products the company was actually for, so every hire was being made against a different picture of the job. The next two quarters went into the vision work first.

Sources: Traction, Gino Wickman, chapter on the Six Key Components™; eosworldwide.com/what-is-eos