Enterprise Agile Framework: The Entrepreneurial Operating System (EOS)

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Brian Rabon introduced me to the Entrepreneurial Operating System (EOS) as the framework he uses to manage his company, The Braintrust Consulting Group (TBCG).

 EOS is the missing element in organizations that are having some success with Agile at the team level, but not succeeding with change at higher levels or outside software development.

 As Charlie Rudd points out in his post The Third Wave of Agile, there is broad consensus on the value of Agile practices at the team level, but all types and sizes of businesses are struggling to scale Agile and to increase agility across their organization.  I think EOS addresses those challenges.

 EOS is comprised of the EOS Model:

Having a model like this in place allows teams to function optimally as self-organized units that share the vision and goals of the organization.  Teams are able to align themselves with the organization's objectives, and can see how their outcomes affect the organization's performance.

The EOS Process guides leaders with practices, patterns and tools that are somewhat analogous to Scrum practices and artifacts:
And a toolbox containing 20 EOS management tools that can be applied at each level of an organization:

In my experience, efforts at Agile transformation in an organization have floundered too often because of the lack of healthy corporate infrastructure.  It's like Lewis and Clark taking the Corps of Discovery Expedition to the Pacific driving a convoy of Teslas.  They'd have a technological marvel that would get no more than a few miles and would actually be more of a burden than a help.

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