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Implement the Entrepreneurial Operating System (EOS) to align vision and execution across a company.
Passed 22 of 23 test cases with the skill, and 20 of 23 without it.
and 1 more in the full report
2 fixed20 passed either way1 still failing0 broke
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One of 2 test cases the skill fixed. Same model, same prompt, with and without the skill.
We finished writing our core sales process steps. What are the four specific steps required to make a core process 'Followed By All' across the entire organization?
| Checked | Without skill | With skill |
|---|---|---|
| Lists document, train, measure compliance, and update quarterly as the four steps | Missed | Passed |
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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.
Most businesses suffer from the same core issues: people, vision, traction. Great vision without traction is hallucination; traction without vision is aimless. EOS connects the two through a practical weekly operating rhythm that strengthens the Six Key Components of any organization.
Goal: 10/10. Score the business by how many of the six Quick Diagnostic rows pass (each component is either in place or not), mapped to the bands below. Bands: 9-10 = all six diagnostic rows pass and rocks consistently hit 80%+ completion; 7-8 = five rows pass, one component weak; 5-6 = three to four rows pass; 3-4 = one to two rows pass; <=2 = no operating rhythm in place. Always state the current score, the failing diagnostic rows, and the next action for each.
Vision → People → Data → Issues → Process → Traction
Question: Does everyone in the organization know where you're going and how you plan to get there?
Tool: Vision/Traction Organizer (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 the 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 | Most important things in 90 days |
| Issues List | All unresolved obstacles | Problems, ideas, opportunities |
Process: Leadership completes the V/TO together (2-day off-site), shares it with the entire organization, reviews quarterly, updates annually.
Key insight: If the leadership team can't agree on the V/TO, you have a bigger problem — alignment comes first.
See references/vto.md when filling in the V/TO — the eight-question template and the off-site exercise sequence.
test cases passed, vs 20 / 23 without
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