Some of our partners are already trying to tweak and customize the EOS® tools, arguing that our business model is too unique for the standard templates. How do we handle the urge to customize the system before we have even mastered the basics?

Question

Tyler Smith · Accepted Answer

The urge to customize EOS tools early in the implementation is a classic trap, especially for entrepreneurial leaders who pride themselves on being unique. You might think your industry is too specialized or your operations are too complex for a standard Scorecard or Level 10 Meeting agenda. But customizing the system before you have mastered it is a fast track to failure.

Think of EOS as a proven recipe. If you have never baked a soufflé, you do not start swapping out ingredients on your first attempt. You follow the recipe exactly until you understand how the chemistry works. Only after you have baked it successfully twenty times do you start experimenting with flavors.

The same rule applies here. You must run the tools pure for at least two to three quarters before you even think about modifying them. The structure of the Level 10 Meeting, the rules of IDS, and the layout of the V/TO are designed the way they are because they work. When teams try to change them early on, they are usually trying to avoid the discomfort of accountability or conflict.

If a team member pushes to change a tool, ask them why. Usually, they are struggling with the discipline the tool requires. Force your team to commit to using the tools exactly as they are designed for six months. Once you have built the operational muscle and are executing consistently, you can make minor adjustments. Until then, stick to the system.