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Entrepreneurial Operating System (EOS)

创业操作系统（EOS）

A complete system for running a business with six key components. Designed for entrepreneurial companies ($2M-$50M revenue, 10-250 employees) that want to align vision and execution.

一套包含六大核心组件的完整企业运营系统，专为营收在200万-5000万美元、员工规模10-250人的创业公司设计，帮助企业对齐愿景与执行方向。

Core Principle

核心原则

Most businesses suffer from the same core issues: people, vision, traction. EOS provides a simple, complete operating system that strengthens the Six Key Components of any organization.

The foundation: Great vision without traction is hallucination. Traction without vision is aimless. EOS connects the two through a practical, weekly operating rhythm.

大多数企业都面临着相同的核心问题：人员、愿景、执行力。 EOS提供了一套简单、完整的操作系统，能够强化任何组织的六大关键组件。

基础逻辑：缺乏执行力的愿景只是空想；没有愿景的执行力则毫无方向。EOS通过一套实用的每周运营节奏，将二者紧密关联。

Scoring

评分机制

Goal: 10/10. When evaluating or implementing business processes, rate 0-10 based on EOS component strength. A 10/10 means all six components are strong, meetings are productive, and quarterly rocks are consistently achieved; lower scores indicate gaps. Always provide current score and improvements to reach 10/10.

目标：10/10。在评估或部署业务流程时，根据EOS各组件的成熟度打0-10分。10/10意味着六大组件均表现强劲，会议富有成效，季度核心任务（Rocks）持续完成；分数越低则表明存在越多短板。需始终提供当前分数及提升至10/10的改进方案。

The Six Key Components

六大关键组件

Vision → People → Data → Issues → Process → Traction

Every business is built on these six components. EOS strengthens all six.

愿景 → 人员 → 数据 → 问题 → 流程 → 执行力

任何企业的运营都基于这六大组件，EOS能够全面强化这些组件。

1. Vision Component

1. 愿景组件

Question: Does everyone in the organization know where you're going and how you plan to get there?

Tool: Vision/Traction Organizer (V/TO)

The V/TO answers eight questions on two pages:

Question	What It Defines	Example
Core Values	3-7 non-negotiable beliefs	"Own it", "Do the right thing", "Grow or die"
Core Focus	Purpose/cause/passion + niche	"Simplify small business" + "Cloud accounting"
10-Year Target	Big, hairy, audacious goal	"$100M revenue" or "10,000 customers"
Marketing Strategy	Target market, 3 uniques, proven process, guarantee	Who you serve, why you're different
3-Year Picture	What company looks like in 3 years	Revenue, profit, headcount, key metrics
1-Year Plan	Revenue, profit, measurables, goals	Specific targets for this year
Quarterly Rocks	3-7 priorities for this quarter	The most important things to accomplish in 90 days
Issues List	All unresolved obstacles	Problems, ideas, opportunities to discuss

Process:

Leadership team completes V/TO together (2-day off-site)
Share with entire organization
Review quarterly
Update annually

Key insight: If leadership team can't agree on V/TO, you have a bigger problem. Alignment comes first.

See: references/vto.md for V/TO templates and exercises.

核心问题：组织内的所有人是否都清楚企业的前进方向及实现路径？

工具：愿景/执行力规划器（V/TO）

V/TO通过两页内容回答八大问题：

问题	定义内容	示例
核心价值观	3-7条不可妥协的信念	“主动担当”、“坚守原则”、“持续成长”
核心聚焦	使命/事业热情 + 细分领域	“简化小企业运营” + “云会计服务”
10年目标	大胆、具有挑战性的目标	“营收突破1亿美元”或“服务10000家客户”
营销策略	目标市场、3项差异化优势、验证有效的流程、服务保障	服务对象、差异化原因
3年蓝图	3年后企业的状态	营收、利润、员工规模、关键指标
1年计划	营收、利润、可衡量指标、具体目标	本年度的明确目标
季度核心任务（Rocks）	本季度的3-7项优先级事项	未来90天内必须完成的最重要事项
问题清单	所有未解决的障碍	待讨论的问题、想法、机会

实施流程：

领导团队共同完成V/TO（为期2天的线下会议）
向全组织公示
每季度回顾
每年更新

关键洞察：如果领导团队无法就V/TO达成共识，说明存在更严重的问题。对齐愿景是首要任务。

参考：references/vto.md 获取V/TO模板及练习指南。

2. People Component

2. 人员组件

Question: Do you have the right people in the right seats?

Tool: Accountability Chart

Not an org chart—an accountability chart. Defines the structure and who owns what.

Structure:

Visionary ←→ Integrator
              ├── Sales/Marketing
              ├── Operations
              └── Finance

Two key roles:

Visionary: Big ideas, culture, key relationships, creative problem solving
Integrator: Runs business day-to-day, manages team, executes vision, resolves conflicts

Rule: One person per seat. No shared accountability.

Tool: People Analyzer

Evaluate every person on two dimensions:

1. Right Person (core values fit)

Core Value	+ (most of the time)	+/- (sometimes)
Own it	+
Do the right thing		+/-
Grow or die	+

Standard: Must be "+" on all core values. One "+/-" is a conversation. Any "-" is wrong person.

2. Right Seat (GWC)

Get it: Understands the role
Want it: Genuinely wants the role
Capacity: Has the mental, physical, emotional capacity

Must be "yes" on all three. If missing any one, wrong seat.

The formula: Right People + Right Seats = A-players

People decisions:

Right person, right seat → Keep and invest in
Right person, wrong seat → Move to right seat
Wrong person, right seat → Coaching/exit (hardest call)
Wrong person, wrong seat → Exit immediately

See: references/people.md for accountability chart and people analyzer templates.

核心问题：你是否将合适的人放在了合适的岗位上？

工具：责任分工图

这不是普通的组织架构图，而是明确职责归属的责任分工图，定义了组织架构及各岗位负责人。

架构：

愿景型领导者 ←→ 整合型管理者
              ├── 销售/营销
              ├── 运营
              └── 财务

两大核心角色：

愿景型领导者：负责提出宏大构想、塑造企业文化、维护关键关系、创造性解决问题
整合型管理者：负责日常企业运营、管理团队、执行愿景、解决冲突

规则：每个岗位只能由一人负责，不得共享职责。

工具：人员评估器

从两个维度评估每位员工：

1. 合适的人（契合核心价值观）

核心价值观	+（大部分时间符合）	+/-（有时符合）
主动担当	+
坚守原则		+/-
持续成长	+

标准：必须在所有核心价值观上都评“+”。出现一个“+/-”需要沟通，任何“-”都说明该员工不适合。

2. 合适的岗位（GWC原则）

Get it：理解岗位要求
Want it：真正渴望该岗位
Capacity：具备相应的脑力、体力、精力

必须三项全满足。若缺少任何一项，说明岗位不合适。

公式：合适的人 + 合适的岗位 = 顶尖人才

人员决策：

合适的人+合适的岗位 → 留用并重点培养
合适的人+不合适的岗位 → 调至合适岗位
不合适的人+合适的岗位 → 辅导或辞退（最艰难的决策）
不合适的人+不合适的岗位 → 立即辞退

参考：references/people.md 获取责任分工图及人员评估器模板。

3. Data Component

3. 数据组件

Question: Are you managing based on objective data, or subjective opinions?

Tool: Scorecard

A weekly report card of 5-15 numbers that tell you how the business is doing.

Scorecard rules:

Activity-based metrics (leading indicators), not results (lagging)
Weekly numbers (monthly is too slow)
Every number has an owner
Every number has a goal
Red/green: on track or off track

Example Scorecard:

Metric	Owner	Goal	W1	W2	W3	W4
Revenue	Sales Lead	$50K/wk	✓	✓	✗	✓
New Leads	Marketing	100/wk	✓	✗	✓	✓
Demos Completed	Sales	20/wk	✗	✓	✓	✓
Customer NPS	Support	>50	✓	✓	✓	✓
Cash Balance	Finance	>$200K	✓	✓	✓	✓

Benefits:

Spot problems 2-4 weeks earlier
Reduce "gut feeling" management
Create accountability without micromanagement
Everyone knows the score

Metric selection: If you had to go on vacation for 4 weeks, what 5-15 numbers would tell you how the business is doing?

See: references/data.md for scorecard templates and metric selection.

核心问题：你是基于客观数据还是主观判断进行管理？

工具：业绩评分卡

这是一份包含5-15项指标的每周报告，反映企业的运营状况。

评分卡规则：

采用基于行动的指标（领先指标），而非结果指标（滞后指标）
每周更新数据（月度更新太慢）
每项指标都有负责人
每项指标都有目标值
用红/绿标识：达标或未达标

示例评分卡：

指标	负责人	目标	第1周	第2周	第3周	第4周
营收	销售主管	5万美元/周	✓	✓	✗	✓
新线索	营销团队	100条/周	✓	✗	✓	✓
完成演示	销售团队	20场/周	✗	✓	✓	✓
客户NPS	客服团队	>50	✓	✓	✓	✓
现金余额	财务团队	>20万美元	✓	✓	✓	✓

优势：

提前2-4周发现问题
减少“凭感觉”管理
无需微观管理即可建立问责制
所有人都清楚企业运营状况

指标选择逻辑：如果你要休假4周，哪5-15项指标能让你了解企业的运营情况？

参考：references/data.md 获取评分卡模板及指标选择指南。

4. Issues Component

4. 问题组件

Question: Are you identifying, discussing, and solving issues quickly?

Tool: Issues Solving Track (IDS)

Identify → Discuss → Solve

Step 1: Identify

What's the real issue? (Not the symptom)
Ask "Why?" until you reach root cause
State the issue in one sentence

Step 2: Discuss

Everyone gets input (not equal time)
Tangents are stopped
Focus on the ONE issue
Time-boxed (usually 5-15 minutes)

Step 3: Solve

Decision is made
Action items are assigned (who + what + when)
Move to next issue

Three types of issues:

Type	Examples	Action
Problems	Customer churn, team conflict, system outage	IDS → solve
Ideas	New feature, process change, market opportunity	IDS → decide (yes/no/later)
Obstacles	Blocking a rock, resource constraint, dependency	IDS → remove or escalate

Issues list rules:

Everyone can add issues
Prioritize: most important first
Not all issues get solved every meeting
Unsolved issues carry forward

Common IDS mistakes:

Discussing symptoms, not root cause
Rehashing same issue every week
No clear action items
Too much discussion, not enough solving

See: references/issues.md for IDS facilitation guides.

核心问题：你是否能快速识别、讨论并解决问题？

工具：问题解决流程（IDS）

Identify（识别）→ Discuss（讨论）→ Solve（解决）

步骤1：识别

问题的本质是什么？（而非表面症状）
不断追问“为什么”，直至找到根本原因
用一句话清晰描述问题

步骤2：讨论

所有人都可发表意见（不要求时长均等）
及时制止偏离主题的讨论
聚焦当前单个问题
设定时间限制（通常5-15分钟）

步骤3：解决

做出决策
分配行动任务（负责人+任务内容+截止时间）
推进下一个问题

三类问题：

类型	示例	行动
问题	客户流失、团队冲突、系统故障	运用IDS流程解决
想法	新功能、流程优化、市场机会	运用IDS流程决策（同意/否决/延后）
障碍	阻碍核心任务推进、资源限制、依赖外部支持	运用IDS流程排除或升级问题

问题清单规则：

所有人都可添加问题
按优先级排序：最重要的问题优先处理
并非所有问题都能在每次会议中解决
未解决的问题自动带入下一次会议

常见IDS误区：

讨论症状而非根本原因
每周重复讨论同一问题
未明确行动任务
讨论过多，解决不足

参考：references/issues.md 获取IDS流程引导指南。

5. Process Component

5. 流程组件

Question: Have you documented and consistently followed your core processes?

Tool: Core Process Documentation

The 20/80 rule: Document 20% of your processes to get 80% consistency.

Identify core processes:

HR process (hiring, onboarding, reviews)
Sales process (lead → close)
Operations process (delivery, fulfillment)
Customer service process (support → resolution)
Finance process (invoicing, collections)

Documentation format:

Name the process
List 5-20 major steps
Add just enough detail (not a 50-page manual)
Make it visual where possible

Example: Sales Process "The Closer"

Qualify lead (BANT: Budget, Authority, Need, Timeline)
Discovery call (30 min, use question guide)
Demo (customize to their pain points)
Proposal (send within 24 hours)
Follow up (3 touches in 7 days)
Close or disqualify

Followed By All (FBA):

Document it
Train on it
Measure compliance
Update quarterly

See: references/process.md for process documentation templates.

核心问题：你是否已记录并持续遵循核心业务流程？

工具：核心流程文档

20/80法则：记录20%的流程即可获得80%的运营一致性。

核心流程包括：

HR流程（招聘、入职、绩效评估）
销售流程（线索转化至成交）
运营流程（交付、履约）
客户服务流程（支持至问题解决）
财务流程（开票、收款）

文档格式：

命名流程
列出5-20个主要步骤
内容简洁（无需写成50页的手册）
尽可能可视化

示例：销售流程“成交闭环”

线索筛选（BANT原则：预算、决策权、需求、时间节点）
需求调研（30分钟，使用问题指南）
产品演示（针对客户痛点定制）
提交方案（24小时内发送）
跟进（7天内3次触达）
成交或淘汰线索

全员遵循（FBA）：

文档记录
培训落地
衡量合规性
每季度更新

参考：references/process.md 获取核心流程文档模板。

6. Traction Component

6. 执行力组件

Question: Are you executing on your vision every day?

Two tools: Rocks and Level 10 Meetings

核心问题：你是否每天都在推进愿景的落地？

两大工具：季度核心任务（Rocks）和Level 10会议

Rocks (Quarterly Priorities)

季度核心任务（Rocks）

Definition: The 3-7 most important things to accomplish in the next 90 days.

Why 90 days?

Long enough to accomplish something meaningful
Short enough to maintain urgency
Natural human rhythm for focus

Rock-setting process:

Review V/TO (vision, 3-year, 1-year)
Brainstorm: "What must get done this quarter to stay on track?"
Narrow to 3-7 company rocks
Assign each rock to one owner
Each leadership member also has 3-7 individual rocks
Share with entire organization
Track weekly

SMART rocks:

Specific: "Launch new pricing page" not "improve pricing"
Measurable: Clear completion criteria
Achievable: Can be done in 90 days
Realistic: Given current resources
Time-bound: Due end of quarter

Rock scoring:

Done = checked off (no partial credit)
Not done = carried forward or dropped
Goal: 80%+ completion rate

Anti-patterns:

Too many rocks (>7) → Focus is diluted
Rocks too vague → Can't tell if done
No owner → Nobody accountable
All rocks are "business as usual" → Not moving the needle

See: references/rocks.md for rock-setting exercises.

定义：未来90天内必须完成的3-7项最重要事项。

为什么是90天？

足够长以完成有意义的事项
足够短以保持紧迫感
符合人类的自然专注周期

设定流程：

回顾V/TO（愿景、3年蓝图、1年计划）
头脑风暴：“本季度必须完成哪些事项才能保持正轨？”
筛选出3-7项企业级核心任务
为每项任务分配负责人
每位领导成员也需设定3-7项个人核心任务
向全组织公示
每周跟踪进度

SMART核心任务：

Specific（具体）：“上线新定价页面”而非“优化定价”
Measurable（可衡量）：明确完成标准
Achievable（可实现）：90天内可完成
Realistic（现实）：结合现有资源
Time-bound（有时限）：季度末截止

核心任务评分：

完成：打勾（不接受部分完成）
未完成：带入下一季度或取消
目标：完成率达到80%以上

反模式：

核心任务过多（>7项）→ 分散注意力
核心任务模糊 → 无法判断是否完成
未分配负责人 → 无人问责
所有核心任务都是“日常工作”→ 无法推动企业发展

参考：references/rocks.md 获取核心任务设定练习指南。

Level 10 Meeting (Weekly Leadership Meeting)

Level 10会议（每周领导会议）

The most important meeting in EOS. Runs every week, same day, same time, same agenda.

Duration: 90 minutes, never longer.

Agenda:

Time	Section	Purpose
5 min	Segue	Good news (personal and professional)
5 min	Scorecard	Review weekly numbers
5 min	Rock Review	On track / Off track for each rock
5 min	Customer/Employee Headlines	Quick updates
5 min	To-Do List	Review last week's to-dos (done or not done)
60 min	IDS	Identify, Discuss, Solve issues
5 min	Conclude	Recap to-dos, rate meeting 1-10

Level 10 meeting rules:

Starts on time, ends on time (non-negotiable)
Same day, same time every week
No phones/laptops (except for agenda)
IDS gets 60 of 90 minutes (most important part)
Rate meeting 1-10 at end (target: 8+)
If below 8, discuss what to improve

Why "Level 10"?

Every meeting is rated 1-10 by participants
Goal is to consistently achieve 10/10

To-Do rules:

7-day action items only
Each has owner and due date
Done = 100% complete
90%+ completion rate is target

See: references/level-10.md for meeting facilitation guides.

EOS中最重要的会议。每周固定时间、固定时长、固定议程。

时长：90分钟，绝不超时。

议程：

时间	环节	目的
5分钟	开场暖场	分享个人及工作中的好消息
5分钟	业绩评分卡回顾	查看每周指标数据
5分钟	核心任务进度回顾	每项核心任务的达标/未达标情况
5分钟	客户/员工动态	快速更新重要信息
5分钟	待办事项回顾	查看上周待办事项的完成情况
60分钟	IDS流程	识别、讨论、解决问题
5分钟	会议总结	回顾待办事项，为会议打1-10分

Level 10会议规则：

准时开始、准时结束（不可妥协）
每周固定时间、固定日期
禁止使用手机/笔记本电脑（仅可查看议程）
IDS环节占90分钟中的60分钟（最重要部分）
会议结束时打分1-10分（目标：8分以上）
若低于8分，讨论改进方向

为什么叫“Level 10”？

每位参会者为会议打1-10分
目标是持续达到10/10的满分

待办事项规则：

仅记录7天内的行动任务
每项任务都有负责人和截止时间
完成=100%完成
目标完成率90%以上

参考：references/level-10.md 获取会议引导指南。

EOS Implementation Timeline

EOS实施时间表

Typical rollout: 2 years to full implementation

Phase	Timeline	Focus
Focus Day	Day 1 (8 hours)	Accountability chart, rocks, scorecard, Level 10
Vision Building Day 1	Month 1	V/TO: core values, core focus, 10-year target
Vision Building Day 2	Month 2	V/TO: marketing strategy, 3-year, 1-year, rocks
Quarterly Sessions	Every 90 days	Review rocks, set new rocks, IDS major issues
Annual Planning	Yearly	Full V/TO review, set 1-year plan, Q1 rocks

Self-implementation vs. EOS Implementer:

Self: Read the book, follow the tools (free, slower)
EOS Implementer: Certified facilitator guides the process (faster, expensive)

典型落地周期：2年完成全面实施

阶段	时间	聚焦内容
聚焦日	第1天（8小时）	责任分工图、核心任务、业绩评分卡、Level 10会议
愿景构建第1天	第1个月	V/TO：核心价值观、核心聚焦、10年目标
愿景构建第2天	第2个月	V/TO：营销策略、3年蓝图、1年计划、核心任务
季度会议	每90天	回顾核心任务、设定新核心任务、运用IDS解决重大问题
年度规划	每年	全面回顾V/TO、设定1年计划、第一季度核心任务

自行实施 vs EOS认证顾问：

自行实施：阅读书籍，按照工具操作（免费，进度较慢）
EOS认证顾问：由认证引导师指导实施（进度快，付费）

Organizational Checkup

组织健康检查

Rate your company 1-5 on each statement:

Component	Statement	Score (1-5)
Vision	Leadership team is on the same page with where we're going and how to get there
People	We have the right people in the right seats
Data	We manage from a weekly scorecard of 5-15 numbers
Issues	We solve issues quickly and permanently
Process	Core processes are documented and followed by all
Traction	We set and achieve 90-day priorities (rocks)

Scoring:

25-30: Strong (maintain and fine-tune)
20-24: Good (close gaps)
15-19: Average (significant work needed)
Below 15: Weak (consider EOS implementer)

针对以下陈述为企业打1-5分：

组件	陈述	评分（1-5）
愿景	领导团队对企业的前进方向及实现路径达成共识
人员	我们将合适的人放在了合适的岗位上
数据	我们基于包含5-15项指标的每周评分卡进行管理
问题	我们能够快速、永久地解决问题
流程	核心流程已形成文档并全员遵循
执行力	我们设定并完成了90天核心任务

评分解读：

25-30分：优秀（保持并优化）
20-24分：良好（弥补短板）
15-19分：一般（需要大量改进）
低于15分：薄弱（建议聘请EOS认证顾问）

Common Mistakes

常见误区

Mistake	Why It Fails	Fix
Skipping Level 10s	Lose weekly rhythm, issues pile up	Protect meeting, never cancel
Too many rocks	No focus, nothing gets done	Max 7 company rocks, 3-7 per person
Vague rocks	Can't tell if done	Write SMART rocks with clear criteria
No scorecard	Managing by gut, surprises	Choose 5-15 weekly numbers
Wrong people kept	Drags entire team down	Use People Analyzer, make tough calls
V/TO not shared	Team doesn't know the vision	Share with entire company

误区	失败原因	解决方案
跳过Level 10会议	失去每周运营节奏，问题堆积	保护会议时间，绝不取消
核心任务过多	分散注意力，一事无成	企业级核心任务最多7项，每人3-7项
核心任务模糊	无法判断是否完成	制定符合SMART原则的核心任务
未使用业绩评分卡	凭感觉管理，意外频发	选择5-15项每周指标
留用不合适的人员	拖垮整个团队	运用人员评估器，做出艰难决策
未公示V/TO	团队不了解愿景	向全公司公示V/TO

Quick Diagnostic

快速诊断

Audit any business:

Question	If No	Action
Does leadership agree on vision?	Misalignment	Complete V/TO together
Right people in right seats?	Performance issues	People Analyzer on all seats
Managing from data weekly?	Reactive management	Build weekly scorecard
Issues solved permanently?	Same problems repeat	Implement IDS in Level 10s
Core processes documented?	Inconsistency	Document top 5 processes
90-day priorities set and tracked?	No traction	Set quarterly rocks

对任何企业进行审计：

问题	如果答案为“否”	行动
领导团队是否对愿景达成共识？	愿景不一致	共同完成V/TO
是否将合适的人放在了合适的岗位上？	绩效问题	对所有岗位运用人员评估器
是否基于每周数据进行管理？	被动管理	构建每周业绩评分卡
是否能永久解决问题？	问题重复出现	在Level 10会议中运用IDS流程
核心流程是否已形成文档？	运营不一致	记录前5项核心流程
是否设定并跟踪90天核心任务？	缺乏执行力	设定季度核心任务

Reference Files

参考文件

vto.md: Vision/Traction Organizer templates, eight questions
people.md: Accountability chart, People Analyzer, GWC
data.md: Scorecard templates, metric selection
issues.md: IDS process, facilitation, issue types
process.md: Core process documentation templates
rocks.md: Rock-setting exercises, SMART rocks
level-10.md: Meeting agenda, facilitation, rating
implementation.md: EOS rollout timeline, self-implementation guide
case-studies.md: Companies that implemented EOS successfully

vto.md: 愿景/执行力规划器模板、八大问题
people.md: 责任分工图、人员评估器、GWC原则
data.md: 业绩评分卡模板、指标选择指南
issues.md: IDS流程、引导方法、问题类型
process.md: 核心流程文档模板
rocks.md: 核心任务设定练习、SMART核心任务
level-10.md: 会议议程、引导方法、评分机制
implementation.md: EOS落地时间表、自行实施指南
case-studies.md: 成功实施EOS的企业案例

About the Author

关于作者

Gino Wickman is the creator of EOS (Entrepreneurial Operating System) and founder of EOS Worldwide, a community of certified EOS Implementers who help companies implement the system. Wickman has worked with thousands of entrepreneurial leadership teams and has helped them get real traction. Traction has sold over 2 million copies and EOS is used by over 250,000 companies worldwide. His work focuses on the practical tools needed to run an entrepreneurial company.

Gino Wickman是创业操作系统（EOS）的创始人，也是EOS Worldwide的创立者，该组织拥有一批认证EOS顾问，帮助企业部署EOS系统。Wickman已与数千个创业公司领导团队合作，帮助他们实现真正的执行力。《Traction》销量已超过200万册，全球有超过25万家企业在使用EOS。他的研究聚焦于创业公司运营所需的实用工具。