5 Reasons Why the Entrepreneurial Operating System Fails

The Entrepreneurial Operating System (EOS) is a game-changer for many businesses. It brings structure, accountability, and a clear path forward. However, not everyone knocks it out of the park. Some companies roll out EOS with big dreams, only to find themselves wondering, “How come this isn’t working for us??”

Though EOS is used with a variety of leadership structures, one of the most popular EOS structures is the Visionary/Integrator partnership introduced in Rocket Fuel.  In this article we’ll focus on the challenges often facing a Visionary/Integrator organization. 

Here at The Metiss Group, we’ve seen this firsthand, and we’ve helped plenty of businesses hire an Integrator™. We also run our own business on EOS, so we know what works — and what doesn’t.

So, why does EOS fail for some companies? It usually boils down to these five mistakes.

1. EOS Gets Stuck at the Executive Level
2. Team Members Accept 80% Rock Completion as "Good Enough"
3. Hiring the Wrong Integrator
4. Hiring the Right Integrator but Struggling to Let Go
5. The Executive Team Resists the New Reporting Structure

1. EOS Gets Stuck at the Executive Level

For EOS to work, it has to cascade down through the organization. That means every layer of leadership, not just the executive team, needs to follow the operating system.

Here’s how it’s supposed to work:

• The Visionary and Integrator have a same-page meeting weekly.
• The Integrator meets weekly with the executive team in a Level 10 (L10) meeting without the Visionary.
• Each executive meets weekly with their teams in their own L10 meetings without the Integrator.

If done right, this keeps everyone aligned. But a lot of companies stop at step one. The leadership team has their meetings, but the rest of the organization is left in the dark.

Many businesses are used to strategic planning without execution. They spend time building a perfect plan, throw it in a binder, and let it collect dust. 

Without full buy-in across all levels, EOS turns into just another management fad instead of a system that drives results.

2. Team Members Accept 80% Rock Completion as "Good Enough"

EOS operates on 90-day goals called “Rocks.” Every quarter, the team reviews their progress. The rule is if a Rock is at least 80% complete, it can be marked as “done.”

Sounds reasonable, right?

The problem is too many people treat 80% as the finish line. Instead of wrapping up the remaining 20%, they shift focus to the next quarter’s Rocks. Before long, the business is full of half-finished projects.

The real intent of the 80% rule? If a Rock is mostly done, you should finish it within the next week or so. But many companies don’t enforce this standard. They get caught up in the next set of Rocks and leave a trail of unfinished work behind them.

One of the biggest problems with EOS is teams will settle for 'good enough' instead of pushing for real completion. The companies that make EOS work don’t just check the box at 80%, they follow through until the job is truly done.

The next three reasons why EOS fails have to do with Rocket Fuel. This leadership model within EOS defines two key roles:

• Visionary: The big-picture thinker, innovator, and idea generator (often the founder/CEO).
• Integrator: The person who executes, manages operations, and holds teams accountable (often the COO or second-in-command).

Rocket Fuel is part of EOS, but a company can use Rocket Fuel’s Visionary/Integrator model without fully implementing EOS. A company that fully implements EOS pure will likely have both Visionary and Integrator roles defined.

Here’s what can go wrong with a company running on EOS and Rocket Fuel.

3. Hiring the Wrong Integrator

If your EOS/Rocket Fuel journey starts with hiring the wrong Integrator, you’re in for a bumpy ride. The Integrator is supposed to bring order to the Visionary’s big ideas, but if they’re not up to the task, things go sideways fast.

The problem: a weak Integrator won’t always get called out right away. EOS’s meeting rhythms help you track progress on goals (called "Rocks"), but if your Integrator is underperforming, the signs can be subtle.

Instead of questioning the Integrator, the Visionary might start second-guessing their leadership team. They might blame themselves for being unclear on expectations. Before long, everyone is frustrated with EOS, but the real issue — the wrong Integrator — goes unchecked for far too long.

The fix? A solid Integrator hiring process and an accountability system ensures your Integrator is the right fit from day one.

4. Hiring the Right Integrator but Struggling to Let Go

Let’s say you get the right Integrator. Great! But then the Visionary (a.k.a. the founder or CEO) has to hand off responsibilities. And that can feel… weird.

On paper, letting go sounds like a dream. No more being stuck in the weeds! But when the Integrator actually starts taking things off the Visionary’s plate, an identity crisis can set in. They suddenly think, “Wait… what am I supposed to do now?”

We’ve seen this play out time and again. The key is for the Visionary to define their new role before handing off the Integrator’s responsibilities. What do they actually want to focus on? What work brings them the most energy?

The more excited the Visionary is about their future role, the more ready, willing, and able they are to delegate and get out of the way of the Integrator.

A job scorecard or accountability tracker can help make this transition smoother. Clarity upfront keeps both the Visionary and the Integrator from stepping on each other’s toes.

5. The Executive Team Resists the New Reporting Structure

EOS/Rocket Fuel changes the way a company runs, and not everyone loves that — especially at the leadership level.

The big shift? Everyone reports to the Integrator. And the only person who reports to the Visionary is the Integrator. That’s a tough adjustment for leaders who are used to having direct access to the top.

While this setup frees the Visionary to focus on big-picture strategy, some executives take it personally. They might feel left out or sidelined. This can lead to passive resistance, like dragging their feet on hitting their Rocks or subtly undermining the new system.

Sometimes, the Integrator just needs time to earn their team’s trust. But in some cases, the leadership team needs to change. 

Unfortunately, some Visionaries aren’t willing to let go of “sacred cows” within the company. You know the type: “We can’t let go of Suzy in accounting! She’s been here since the beginning!”

EOS works best when everyone is on board. If certain team members are stuck in the past, the business can’t move forward.

The Bottom Line on Why EOS Sometimes Fails

EOS is a system, not a magic wand. If you stick with it, it works. But if you’re the type who jumps from one business strategy to the next, you’ll probably love EOS for a quarter… and then ditch it for the next shiny new thing.

For EOS to succeed, companies need discipline, accountability, and full commitment. Halfway measures don’t cut it.

At The Metiss Group, we help businesses make EOS work — whether that means hiring the right Integrator or creating the accountability structures needed for long-term success. If you're serious about implementing EOS for the long term but have hit some bumpy patches, The Metiss Group can help on the talent side.

Want to know if you’re ready for an Integrator? Download our complimentary eBook, Are You Ready for an Integrator? It’s packed with insights to help you avoid these common EOS pitfalls and build a business that actually runs the way you want it to.