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Hi Greg -

Congratulations on your expansion!

The question is always "what's the simplest and best structure?". Meet with your Leadership Team to contemplate that, remembering "structure first, people second". 

In my experience, this situation hasn't called for a 2nd Accountability Chart; more often the division falls under the exiting Operations seat, or a 2nd Ops seat is created so there's one for each revenue stream. 



The Ten Year Target doesn’t necessarily change every year. EOS Worldwide for example set a ten year target about ten years ago to have 10,000 businesses running on EOS by a certain date. I believe they kept that target until they hit it, so in 2019 they were still working toward 10,000 by 2020 (for example — I am not positive those numbers or dates are right).

The three year picture DOES change every year. Some items currently on there will remain. For example, maybe last year you said in three years you want to be in a new building... (More)

Michelle Astor
Professional EOS Integrator™

I don't know that you "need" to have them all the same. Would their core focus and target market all be the same? I think you have the unique opportunity of aligning the core values individually with each company but maybe making some of them the same if they apply. Like one of ours is to be "do the right thing" and I could see that being a good one if we had a separate company as well. That's just my (self-implementing) 2 cents. :)