Brian Hoppe argues MSP teams need clear strategic alignment before scaling. He uses a metaphor of rowers in a round boat pulling in different directions, then introduces the EOS concept of narrowing focus to three top objectives so everyone rows the same direction. When the number-one priority is threatened, all other work stops.
And it's gonna be clarity alignment. And what I've seen is, I'm sure you've seen this, without clarity, people don't know exactly where they're going. They're focused on their departmental strategies, and they're all in different directions. And so what you have is a bunch of really smart, hardworking individuals rowing as hard as they can, but they're in a round boat. Mm-hmm. And you know what happens when you're rowing really hard in a round boat? You're going nowhere. Right. Then you take that and you provide clarity as to what are the top rocks. I'm gonna use the EOS example. Top rocks or objectives, you know, however the strategy framework calls them, most important goal. Well, what you do is you narrow that aperture, and instead of people going north, east, south, and west, they're all going due north, and due north is where probably your 3 biggest rocks should lie. Right. And then it gets everybody focused and aligned in terms of we are going due north. These are the top priorities. They're going to be prioritized in case there's any conflict. You know what number one is, and everybody needs to drop what they're doing if number one is in jeopardy. And so the strategy framework, it seems so simple, but it's just amazing how people really don't understand the power of clarity and alignment. Because once you remove, you get rid of just so much noise.
