What operational alignment must exist between our Visionary and Integrator before we officially schedule our 90-Minute Meeting and begin the process?

Before scheduling a 90-Minute Meeting or committing to a multi-quarter engagement, your Visionary and Integrator must have fundamental alignment on the nature of running an operating system. EOS does not fix a business if the top two leaders are pulling in opposite directions or fighting over who holds ultimate operational authority.

Specifically, you need three baseline agreements before taking the first step:
- Agreement on the problem: Both leaders must openly acknowledge that the current way of running the business has hit a ceiling. If the Visionary wants operational consistency but refuses to give up the power to create side projects at will, the system will break.
- Mutual respect for the seat boundaries: The Visionary must be genuinely willing to hand day-to-day execution to the Integrator. The Integrator must be willing to hold the Visionary accountable to company rules, rocks, and scorecard metrics without fear.
- A shared commitment to full transparency: If either leader tends to hide financial realities, harbor unspoken personnel resentments, or manage through backchannels, an EOS implementation will fail.

You do not need perfect harmony or complete agreement on company strategy. In fact, healthy debate is necessary. What you do need is mutual agreement that you are ready to submit to a proven operating discipline, enter the session room with zero sacred cows, and allow peer-to-peer accountability to govern every seat in the organization.

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