# Operating System Comparison

Side-by-side analysis of the major company operating frameworks.

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## Overview

| Framework | Origin | Best fit | Implementation time | Cost |
|-----------|--------|----------|---------------------|------|
| EOS | Gino Wickman, 2007 | 10–250 employees, founder-led | 2–3 years full adoption | Free (DIY) to $25K+/year (implementer) |
| Scaling Up | Verne Harnish, 2002 | Growth-stage, strategic focus | 1–2 years | Free (DIY) to $15K+/year (coach) |
| OKR-native | Andy Grove / Google | Tech companies, product orgs | 3–6 months | Free |
| Holacracy | Brian Robertson, 2007 | Flat, autonomous organizations | 2–4 years | $5K–$50K+ (certification) |
| Custom hybrid | You | When the above don't fit exactly | Ongoing | Whatever you invest |

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## 1. EOS — Entrepreneurial Operating System

**Book:** *Traction* by Gino Wickman

### Core principles
EOS is built on Six Components:
1. **Vision** — Where are you going? (V/TO: Vision/Traction Organizer)
2. **People** — Right people, right seats
3. **Data** — Scorecard with weekly metrics
4. **Issues** — Surface and resolve with IDS
5. **Process** — Document core processes
6. **Traction** — Rocks + meeting pulse (L10)

### Signature tools
- **V/TO (Vision/Traction Organizer):** 2-page strategy doc. Core values, core focus, 10-year target, 3-year picture, 1-year plan, quarterly rocks, issues.
- **Accountability Chart:** Who owns what function (not org chart)
- **L10 meeting:** Weekly 90-minute leadership sync (Level 10 = aim for 10/10)
- **Rocks:** 90-day priority commitments (3–7 per person)
- **IDS:** Identify, Discuss, Solve (issue resolution, max 15 min per issue)

### Strengths
- **Operationally focused.** If your problem is execution chaos, EOS addresses it directly.
- **Accessible.** The book is practical. You can DIY it without a coach.
- **Community.** Large network of implementers, tools (Ninety.io, EOS Worldwide), and practitioners.
- **Simple enough to actually use.** No complex methodology. Most teams are functional within 6 months.

### Limitations
- **Strategic depth is shallow.** The V/TO is good for direction but doesn't replace real strategy work.
- **Doesn't scale beyond ~250.** Designed for entrepreneurial companies. Gets cumbersome at enterprise scale.
- **Assumes a cohesive leadership team.** If trust is broken at the top, EOS won't fix it.
- **Facilitator dependency.** Many companies benefit from an EOS Implementer (external coach), which adds cost.

### Best fit
- 10–150 person companies
- Founder-led, operational dysfunction
- Teams that can't stay on the same page
- Companies with recurring issues that never get resolved
- First real "operating system" for a company that's been running on vibes

### Not ideal if
- You need sophisticated strategic planning
- You're > 250 people and already have ops infrastructure
- Your team resists structured methodology

---

## 2. Scaling Up (Rockefeller Habits 2.0)

**Book:** *Scaling Up* by Verne Harnish

### Core principles
Built on four Decisions:
1. **People** — Core values, talent management, Topgrading
2. **Strategy** — One-Page Strategic Plan (OPSP), 7 Strata of Strategy
3. **Execution** — Priorities (rocks), meeting rhythm, critical numbers
4. **Cash** — Power of One, Cash Acceleration Strategies (CAS)

### Signature tools
- **One-Page Strategic Plan (OPSP):** Annual and quarterly goals on one page. More strategic than EOS's V/TO.
- **7 Strata of Strategy:** Competitive positioning, core customer, brand promise, X-factor (10x advantage), profit per X, BHAG, critical numbers.
- **Meeting rhythm:** Daily (5–15 min), weekly, monthly, quarterly, annual — with specific templates.
- **Critical number:** One metric that, if improved, fixes everything else.
- **Cash acceleration:** CAS system for improving working capital and cash conversion cycle.

### Strengths
- **Stronger strategic framework than EOS.** The 7 strata and OPSP force real strategic thinking.
- **Cash focus.** Unique among frameworks — explicitly addresses cash flow management.
- **Scales further.** Better suited for 100–1000 person companies than EOS.
- **Works for ambitious growth companies.** Designed for companies that want to scale significantly.

### Limitations
- **More complex than EOS.** Harder to DIY. Benefits heavily from a certified Scaling Up coach.
- **Overwhelming at first.** The full framework has many components. Teams often implement partially.
- **Less prescriptive on meetings.** EOS's L10 is very specific. Scaling Up's meeting rhythm requires more customization.

### Best fit
- Series A to Series C companies
- Companies with strong growth ambition
- Leadership teams that want strategic rigor, not just operational clarity
- Companies already past initial chaos, ready for more sophisticated frameworks

### Not ideal if
- You're pre-product-market-fit
- You need quick operational wins
- Your team doesn't have the bandwidth for the learning curve

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## 3. OKR-Native (Google Style)

**Books:** *Measure What Matters* by John Doerr; *Radical Focus* by Christina Wodtke

### Core principles
OKRs = Objectives + Key Results

- **Objectives:** Qualitative, inspiring direction. "What are we trying to achieve?"
- **Key Results:** Quantitative, measurable outcomes. "How will we know we achieved it?"
- **Not tasks.** KRs measure outcomes, not activities.

**Cascade:** Company OKRs → Department OKRs → Team OKRs → Individual OKRs

**Cadence:** Quarterly OKR cycles. Weekly check-ins. Annual reflection.

**Scoring:** 0.0–1.0. Target is 0.7. Consistently hitting 1.0 = OKRs aren't ambitious enough.

### Strengths
- **Aligns the whole company.** When done well, every team can trace their work to company-level objectives.
- **Encourages ambition.** Moonshot OKRs are explicit. "Roofshot" vs "moonshot" OKRs.
- **Widely understood in tech.** Many hires will already know OKRs.
- **No framework cost.** No implementer required. Tooling is free or cheap (Linear, Notion, Lattice).

### Limitations
- **Hard to do well.** Most companies run "OKR theater" — tasks dressed up as key results.
- **Missing the HOW.** OKRs define what to achieve but not how to operate. You still need meeting rhythm, accountability structure, and issue resolution.
- **Misalignment risk.** If not cascaded properly, teams run disconnected OKRs that feel like alignment but aren't.
- **No operational backbone.** OKRs are a goal-setting system, not a full operating system.

### Best fit
- Tech companies with strong product/engineering culture
- Companies where hypothesis-driven work is already the norm
- Organizations that value autonomy and bottom-up goal setting
- As the goal-setting layer inside a broader operating system

### Not ideal if
- Teams lack discipline to hold each other accountable
- You need more than just goal alignment (issue resolution, meeting structure)
- Leaders don't model OKR behavior themselves

---

## 4. Holacracy

**Book:** *Holacracy* by Brian Robertson

### Core principles
Holacracy replaces the traditional management hierarchy with a system of distributed authority.

- **Circles:** Semi-autonomous units with defined purposes (like teams, but self-governing)
- **Roles:** People fill roles (not job descriptions). One person can hold multiple roles in different circles.
- **Governance meetings:** Roles and accountabilities are defined and evolved by the circle, not management
- **Tactical meetings:** Operational coordination within circles
- **The Constitution:** A legal document that all members ratify, replacing traditional management authority

### Strengths
- **Maximum autonomy.** People closest to the work define how it gets done.
- **Removes management as a bottleneck.** Decisions happen at the circle level.
- **Adapts to complexity.** Circle structure evolves organically as the work changes.

### Limitations
- **Enormous learning curve.** 2–4 years to full adoption. Many companies abandon it.
- **High meeting overhead.** Governance meetings add significant time.
- **Doesn't eliminate politics.** Just moves them to governance meetings.
- **Requires full commitment.** Partial Holacracy doesn't work. You either do it or you don't.
- **Not for crisis mode.** When speed matters, distributed governance slows you down.

### When it works
- Organizations with deep belief in autonomy and self-management
- Non-profit or mission-driven organizations where consensus matters
- Companies with patient leadership willing to invest years in implementation

### When it doesn't work
- Startups needing speed and clarity
- Companies with strong founder personalities who struggle to relinquish control
- Organizations that need to move fast or course-correct frequently

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## 5. Custom Hybrid

### When to build a hybrid

None of the above frameworks fits perfectly because:
- EOS lacks strategic depth
- Scaling Up is complex to implement
- OKRs don't provide operational backbone
- Holacracy is too slow to implement

The solution: take the best components of each.

### Common hybrid patterns

**EOS backbone + OKR goal-setting:**
- EOS provides: accountability chart, L10 meeting, IDS, meeting pulse
- OKRs provide: goal-setting with ambition, cascade, and alignment checks
- Works well for: tech companies that want operational rigor with flexibility

**Scaling Up strategy + EOS execution:**
- Scaling Up provides: OPSP, 7 strata, cash management
- EOS provides: L10, rocks, IDS
- Works well for: ambitious growth companies that want both strategy and execution discipline

**OKRs + custom meeting rhythm:**
- OKRs provide: goal cascade
- Custom meetings: weekly team syncs, monthly department reviews, quarterly all-hands
- Works well for: companies that already have strong culture but need goal alignment

### Hybrid design principles

1. **Pick one goal-setting system.** Don't mix OKRs and Rocks — they're both 90-day priority systems and will create confusion.
2. **Be explicit about what you're taking from where.** "We use EOS for meetings and Scaling Up for strategy" is a clear hybrid. "We do a bit of everything" is chaos.
3. **Document your version.** Your operating system should have a name and a one-page description of what it includes.
4. **Evolve intentionally.** Change one component at a time. Don't overhaul the whole system when one part isn't working.

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## Framework Selection Decision Tree

```
Is your company < 50 people and in operational chaos?
  YES → Start with EOS. It's the simplest path to order.
  NO → Continue.

Does strategic positioning and cash flow need significant work?
  YES → Consider Scaling Up.
  NO → Continue.

Is your company tech-native with strong product/engineering culture?
  YES → OKR-native with a custom meeting rhythm.
  NO → Continue.

Do you have 2+ years and full leadership commitment to radical organizational change?
  YES → Consider Holacracy (with caution).
  NO → Build a custom hybrid from EOS + OKRs.
```
