In the early days, running your business was simple. You could make decisions quickly, talk to everyone directly, and keep the culture alive without much effort. But as revenue, headcount, and complexity grow, that scrappy way of working starts to break down. You find yourself wondering: Is everyone still on the same page? Are we drifting from our purpose? Without the right structure, growth can feel messy — even overwhelming.

In the Small Giants Community, we believe that growth should never come at the expense of what makes your company special. It’s not about chasing size for its own sake, it’s about growing in a way that’s sustainable, people-first, and true to your purpose.

Which raises the question: How do you scale your business and your people without veering away from the company’s purpose?

That’s where a Business Operating System (BOS) comes in. Think of it as a zipper that connects the hard side of business (financials, execution, strategy) with the soft side (culture, values, vision). A BOS keeps everything aligned as you grow. The challenge isn’t whether you need one, but which one is the right fit for you.

In this series, we’ll take the mystery out of Business Operating Systems. You’ll hear real stories from companies like yours – why they chose a system and how they implemented it, and what changed as a result. The goal isn’t theory, it’s to give you the clarity to choose the right system for your business.

But first, it’s important to understand what a BOS is and how it works in practice. And here’s something we see often in the Small Giants Community: most companies don’t just rely on a single framework. They build their own playbook by blending the strengths of different systems with a commitment to growing their leaders.

At Cherry’s Industrial, for example, the team uses the Great Game of Business to drive financial literacy, EOS as their operating system, and the Small Giants Leadership Academy to develop the people who bring those systems to life. At Venturity, Small Giants principles are combined with the Great Game of Business to keep both numbers and culture aligned.

That’s why, while the operating system itself matters, the real key is a leadership team willing to grow, evolve, and do things differently. A BOS provides the structure — but it’s the people and the mindset behind it that determine whether it sticks.

The Role of a Business Operating System

Often, we think of the many software and apps out there as essential for keeping our data organized. Why wouldn’t you want the same for your people and culture? A BOS is a set of principles, tools, and processes that guide how your company operates, makes decisions, and stays aligned. So rather than a computer operating system, think of it as a tool to keep your people and operations organized. 

Beyond alignment, a BOS fuels healthy growth. It gives your team the habits and mindset to evolve with the business. And when companies combine a BOS with a focus on growing their leaders, that’s when the real transformation happens.

Companies turn to a BOS for different reasons. Some want to get ahead of growing pains before they hit. Others realize something isn’t working – meetings drag on without outcome, silos are forming, decisions are slowing, or culture feels off – and they need to do something. What sets Small Giants companies apart is that they don’t just look for operational fixes; they commit to developing the next generation of leaders who can carry culture through the changes. That combination is what keeps both numbers and the purpose strong.

Here are some of the biggest benefits owners see when they put a BOS in place, especially when combined with leadership growth::

• Your strategy shows up in daily actions, not just on paper.
• Everyone knows their role and what matters most. 
• Your purpose and values stay visible, even as you scale.
• You have the right people in the right seats – and they’re being developed as leaders.
• You can track progress and spot issues early, without losing sight of your culture.

Unfortunately, you can’t just flip a switch and a BOS is seamlessly embedded into your company. A BOS is more than a one-dimensional tool: it’s a dynamic system that impacts your financials, strategy, problem-solving, and culture. Remember, this is a process that, at its core, is about people. And because it’s ultimately about people, success depends on how willing your leaders are to grow. That’s why many Small Giants companies pair their BOS with leadership development programs: the stronger the leaders, the stronger the system.

Implementation takes time — and it takes a mindset shift. As the owner or leader, you have to be open to structuring your business in new ways, and you have to bring your team along for the journey. That’s where friction usually shows up: human behaviors, habits, and fears of change. Small Giants companies have learned that the antidote is leadership growth — giving emerging leaders the tools, training, and confidence to step into change. When people evolve alongside the system, the growing pains turn into breakthroughs.

Many of the systems listed below have a robust set of resources and teams of coaches to help you with the implementation process. You can self-implement or hire a coach to guide you on your journey. Many companies who have gone through these processes recommend hiring an implementor for ease, efficiency, and the fresh edge of an outside perspective. In the Small Giants Community, we see that the most successful implementations happen when owners don’t just hire a BOS coach, but also invest in developing their leadership team. That way, the system has both external guidance and internal champions who can sustain it.

Different Operating Systems 

There are lots of options for growth systems out there. Here are some standouts; some that are tried-and-true Small Giants favorites, as well as some that are newer to the Community.

Entrepreneurial Operating System

What it is: Entrepreneurial Operating System (EOS) is a framework made up of clear, practical tools for vision, traction, and team health. Founded by Gino Wickman, the organization offers a wide range of resources, including an official software, several books, and a free resource library. 

The EOS model makes organizing your business digestible by breaking it down into six key categories: people, vision, data, process, traction, and issues.

You can then dive deeper into each of these categories, and by utilizing the affiliate tools and resources, you and your team should achieve clarity on purpose, align goals, and tighten up your problem-solving process.

EOS is a detailed system that can be intimidating at first glance to tackle alone. Luckily, the organization has a global directory of certified implementers to choose from. These professionals can ease the learning curve and assist you with the mindset shift it takes to introduce a new system into your business.

Who it’s for: EOS is ideal for small-to-mid-sized businesses seeking structure and execution discipline. It can be a great entry point for young businesses looking for a more rigid structure than what they have in place, as long as they are willing to follow the parameters to see the results. It can also be helpful if you have an organization with various departments or sectors within your business, as it’s a good way to get everyone aligned and thinking collaboratively.

Resources: The EOS Worldwide website is a great place to start, as it is home to all of the organization’s valuable information and resources. If you want to explore this system a little deeper, your next move should be to read Gino’s first book, Traction.

Great Game of Business

What it is: Great Game of Business (GGOB) is a structured approach to Open Book Management with gamification elements. 

Founded by Jack Stack in the 1980s after he and his team saved their failing manufacturing plant through people-first financial transparency, GGOB is the oldest system here. And it’s stood the test of time for a reason – it takes the scary part of business (financials), and breaks it down in a way that everyone can understand and participate in. 

There are plenty of ways to engage with the GGOB model: events, free tools, a community network, coaches, and several books.

The philosophy around GGOB is that a business is, in many ways, like a game; it has rules, metrics/ scorecards, and rewards and repercussions for winning or losing. The system guides you to determine your company’s "critical number” as the north start metric that you aim for throughout the year. There are also mini games to make goal-setting more attainable and fun. 

Who it’s for: GGOB is great for businesses looking to foster engagement and shared accountability among their team. It can work for a variety of company sizes. 

Similarly to EOS, it has a fairly rigid framework, so hiring a coach can be helpful. Also, for GGOB to be successful, leaders have to be transparent and open their finances to the entire company, while being receptive to feedback and participation from every level of employee. For some leaders, this is easier said than done and requires a release of control.

Resources: The Great Game website is home to all of the resources and information you need. There are certified coaches you can enlist, and, of course, it’s worth reading Jack’s original book, The Great Game of Business. 

Open Book Management

What it is: Unlike the other systems here, Open Book Management (OBM) is a philosophy rather than a brand. It’s all about radical transparency around financials and performance metrics. But it’s so much more than a financial structure; it’s also a decision-making and cultural system.

Businesses who adopt OBM do so with the understanding that inviting their whole team to be a part of the financial and operational conversation is an empowering move. Employees gain confidence and feel trusted having crucial business information, and thus have a deeper sense of engagement within the team. By having a fuller picture of the business, they then have a clearer idea of their role within it. 

Because OBM is a more general philosophy, it doesn’t have the rigidity of EOS or GGOB. You have the freedom to develop metrics and feedback loops that suit your team and your culture. 

While OBM may be appealing for its adaptability, the downside is that it doesn’t have the same robust repertoire of resources to help guide you. Instead, you’ll need to come up with tools yourself, or R&D from other businesses who have successfully implemented the framework. 

Who it’s for: OBM is best for organizations that want to empower employees through shared understanding and a transparent culture. It’s for businesses and leaders who want flexibility; but in that same vein, it requires leadership with directive. You have to have the discipline and capacity to develop and stick with your own metrics. If you like the OBM philosophy, but feel you need more structure and guidance, perhaps look at GGOB. 

Resources: Because Jack Stack took OBM and made it his own, his book The Great Game of Business is still a good foundational read. Also, look to another mainstay, The Open-Book Management Field Book. For something a little more digestible than a full book, here’s a succinct overview of OBM by the National Center for Employee Ownership.

Metronomics

What it is: Metronomics is a process that integrates strategy, execution, and team development into one cohesive framework. Founded by Shannon Susko after she successfully sold two companies, the tagline of her bestselling book puts it succinctly: one united system to grow up your team, company, and life.

In Metronomics, you play the “M Game”, which utilizes methods and tools from top thought leaders. It’s meant to be a perpetual journey with scalable growth, so the game is never over. You execute this process through three key components: a strategic playbook, software to help with metrics and goal-tracking, and coaching.

Metronomics gets your team into a steady rhythm, blending the hard skills (strategy, financials) with the soft-skills (people, culture), to ensure your productivity, goal-setting, and values alignment are all on track for your desired growth. 

Who it’s for: It’s ideal for high-growth companies seeking adaptability and long-term scalability. It can also be beneficial for companies at a growth plateau, struggling to align their leadership, or seeking clarity on their future path.

Resources: Go to the Metronomics website to learn more, access free resources, see the directory of certified coaches, and hear client testimonials. Also check out Shannon’s book, Metronomics. 

Scaling Up

What it is: Scaling Up is a performance platform that promises to help you scale easier with less drama. It’s founded by Verne Harnish, a business coach with over 40 years of experience in helping companies increase their valuation and leaders rediscover the joy in their jobs. 

This system focuses your mindset on mastering four key areas of your business: people, strategy, execution, and cash. Scaling Up dives deep into the complexities of the business to critically understand the company’s needs within the four key areas. Once those needs are discovered, you can then go about creating your plan for success.

Scaling Up has software for you to house your scoreboard and other organizational tools, as well as other resources and events. And if you want to get a taste of the system before fully committing, they even offer a free mini course for you to try. Like most other systems listed here, they also offer certified coaches to help you with implementation and motivation.

Who it’s for: Scaling Up is great for companies scaling rapidly with a strong leadership team in place. It makes the most sense for medium-to-large companies who are already established and looking to level-up. 

Resources: Check out the Scaling Up website for a variety of resources and information. For your bookshelf, read the Scaling Up book by Verne. You can also look at the Growth Institute programs for additional information.

Honorable Mentions:

Here are a few additional systems to explore. While these aren’t as widely known and used among Small Giants Community members, these models offer a few other ways to approach the BOS strategy. Clearly there are lots of different growth systems that exist, and it’s up to you and your team to determine what values you wish to highlight and pursue in your use of a BOS.

• Rhythm Systems
  • A strategy execution system built around the THINK PLAN DO® methodology that combines planning, coaching, and software tools.
  • Intended for mid-market businesses that are ready to move beyond foundational systems like EOS.
• Pinnacle Business Guides
  • A customizable system rooted in the Pinnacle Formula: People, Purpose, Playbooks, Performance, Profits.
  • Best for companies seeking a tailored BOS that balances structure and flexibility.
• Effectuation 
  • A decision-making model that suits businesses that thrive on adaptability and want an entrepreneurial mindset.
  • It’s more of a general framework and mindset than a structured process.
    
    

The Cost of Implementation

Implementing a BOS can be a game-changer for your business. It allows an unbiased framework to help guide everyone onto the same page, lead with values, and track progress.

But it’s important to be realistic: the real cost isn’t just financial. It’s the time and energy it takes for your leadership team to grow into the system.  If your leaders aren’t prepared to think differently, step into transparency, or model new behaviors, no amount of software or coaching will make the system stick.

That’s why in the Small Giants Community we often see companies pair their BOS with leadership development. For example, sending emerging leaders through the Small Giants Leadership Academy while adopting EOS or Great Game of Business creates alignment not only around tools, but also around the mindset and values needed to sustain them.

On the financial side, you can self-implement with the cost of a book and free online resources — but that comes with a higher learning curve and a risk of frustration. Hiring a certified implementor or coach adds significant cost (anywhere from $10,000 to over $200,000 annually), but many leaders find the outside perspective invaluable. The real return comes when you invest not just in the framework, but in the people who will carry it forward.

What’s Next in the Series

We’ll spend time with Small Giants companies and some new names who are actively using these systems. By showcasing different perspectives and experiences, we hope to paint a more detailed picture of how these systems come to life when they’re put into action.

Each case study company will tell us:

• What challenges drove them to adopt their BOS
• How they navigated the implementation process
• What worked, what didn’t, and lessons learned.

You’ll notice a theme: while the system matters, what makes the difference is the leadership team behind it. At Cherry’s Industrial, Venturity, and other Small Giants companies, the combination of a BOS and leadership development has been the key to scaling without losing their soul.

Sometimes, we get so caught up in the day-to-day, that we forget to take a step back and look at the bigger picture. Is your current way of working aligned with your vision and values? Is it putting you on the right track for scalable and intentional growth? If your answer to those questions was anything but a confident yes, then this series is for you. 

Stay tuned for practical insights and inspiration from real businesses, so that you can understand what option may be best for you and your team. And remember, the growth of your businesses is reliant on your positive and open mindset as a leader. 

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