Most corporate operating systems force companies into rigid, generic structures that don't work. Start instead with how you actually create value: how you acquire customers and fulfill them. Build SOPs, checklists, and accountability from there, then set goals.
My problem with most of the operating system frameworks out there is they're really a— this is how you set goals and this is how you do meetings. And what they have is they have an operating system and they force you to shove your business into their operating system, and usually it doesn't work. That's been my experience. It didn't work for me. The reason we built our own setup is because it didn't work for us either. So what we found is you have to start with the company and what the company does to create value in the marketplace, which ultimately comes down to two things: how do you get customers and what do you do with them once you got them? We sell stuff, We fulfill stuff, right? That's the core. Then you can get into, okay, what are the steps, SOPs, checklists that make these things happen? Then you can get into, okay, now who does this stuff? Then you can get into how do we track these things? Then you can get into goal setting.
