Every EOS® Company Hits a Rollout & Adoption Ceiling.
Head Coach of the Implementers – EOS® Worldwide
Why rollout stalls before it reaches the front line — and the measurable fix, using tools you already have.
209 EOS® Implementations · 18 Years · Most Implementations of Any EOS® Implementer
Walt is a Teacher, Instructor and Coach – His Clients Graduate.
As a teacher, Walt’s goal is mastery. Mastery means you and your team will be able to teach and train others on EOS®, bringing current employees up to speed and training new people as they join the company, forever.
His clients graduate, and he is proud of this. They do not become dependant on Walt. They get it and then run on thier own.
Walt’s Clients Talk About Their Experiance With EOS and the 7 Critical Needs
Breaking through the Rollout and Adoption ceilings in order to 10x video. 7:52 Total Time
Digging into the importance of Role Clarity™ inside your Accountability Chart™ video. 7:59 Total Time
Three Handbooks that simplify and describe thre of Walt’s unlocks.
An “unlock” is a small but non obvious adjustment that when made, releases incredible amounts of energy. Tiny energy input, huge energy release.
Everything we’ve built came from sets and reps in the session room with real leadership teams.
No theory. Just tools forged under pressure that help companies grow healthy, aligned, and free.
Healthy – The 7 Critical Needs™ — Measuring Organizational Health, Healthy
The 7 Critical Needs are an official endorsed EOS Trust Builder. In the past, teams used to guess about “Healthy.” Now we measure it.
The 7 Critical Needs—Belong, Believe, Accountable, Measured, Heard, Developed, Balanced—give leadership teams a language and a metric for trust, engagement, and buy-in.
It’s the missing measurement layer inside EOS.
📘 Handbook: Healthy Matters: The 7 Critical Needs Framework™
Traction – Companies Roll On Roles™ — Roles Clarity™
Born from watching teams struggle with Accountability Charts that looked great on paper but fell apart in practice.
Rolling on Roles and Flower Power help you see your organization in full bloom — every role, every function, every handoff clear and connected.
It’s how you turn structure into clarity and clarity into freedom. It is how you take the Accountabilty Chart to the next level.
📘 Handbook: Companies Roll on Roles: A Framework for Building Roles-Based Organizational Cognizance™
Vision – STATE™ — Strategic Thinking as a Process
Most leaders talk about strategy. Few have a process for thinking strategically.
“Strategic Thinking As A Process” introduces the STATE™ Model (Strategic Thinking and Tactical Execution) — a step-by-step framework that helps leadership teams go into the future, see the invisible, and map an unbroken path back to the present.
It’s Strategic Thinking you can see, teach, and repeat — turning vision into execution, chaos into clarity, and ideas into cash flow.
📘 Handbook: STATE — Strategic Thinking as a Process for Leaders Who Need to See What Others Miss™
Three check engine lights, this is where your EOS® Implementation "Hits The Ceiling", loses power, costs you cash, and creates risk.
Unhealthy Culture
Eating Your Cash
Fix: The 7 Critical Needs™
Offical EOS Trust Builder
Weak Structure
Slipping, Leaking Your Cash
Fix: Role Clarity™
.
Poor Decisions
Wasting Your Cash
Fix: STATE™
.
A great Business Operating System like EOS is basically a promise making and promise keeping system that builds trust.
About Walt, his background, body of work - Let's add some perspective to what the Teacher brings to your team.
.
Walt is a: Coach | Teacher | Implementer | Student | Author | Fun Hog
“Walt is The Self-Managing Company Guru”. Bryon Bunker – client
Over the past 18 years, I have had the honor of helping over 209 companies implement EOS®.
But, there is more, a whole lot more.
From this experience I have learned that there are three primary scalability traps / sinkholes that snare companies as they attempt to scale, even when they have installed EOS. 1. Is the unclear accountability and responsibility trap that gets more complex as companies grow and 2. Is the loss of your intentional culture, the sinkhole that develops when your culture is never truly defined leaving it unmeasurable. It must be defined so it can be measured, maintained and improved as your scale. 3. Is the lack of understanding Strategic Thinking as a Process.
To address trap number 1, I have written books on and developed facilitations and software to support a model I call Roles-based Organizational Cognizance®. The two books are Flower Power a Handbook, and Death of the Org Chart. The two software solutions are https://flowerpower.software and https://ograph.io.
To address trap number 2, I have written books on and developed facilitations and survey software to support The Seven Critical Needs from Attract or Repel. The two books are Attract or Repel – BenBella Books and The Patient Organization – Forbesbooks. The facilitation and survey software are at https://BITE7.com.
To address trap number 2. I have writting Seeing the Invisible and teach a model called S.T.A.T.E. – Strategic Thinking And Tactical Execution. Strategic Thinking as a Process.
I help you create a scalable Self-Managing Company that will last. And we will do it FAST!
We will be able to measure your progress through your financial results and your BITE Index™.
Your Self Managing Company will be full of people who are bought in, feel included, demonstrate high levels of trust and are engaged. We can measure this, and when we can measure something, we can take action to improve the results.
Your team will become masters of Culture, Strategy, Structure and Operational Execution. Mastery means they can teach it to everyone who follows – you do not become reliant on Walt, I will give you systems and models to think through and teach through. I am leaving behind tools that you can leverage forever.
Walt's Full Length Books
.
Book – Attract or Repel – 2025
Intentional Culture
“Walt has written a great book on how to measure organizational courage, trust and employee engagement. If measurable organizational health is important to you, then this is the book to read.”
Gino Wickman: Creator of EOS®, Author of Traction and The EOS Life.
“I choose to publish Attract or Repel because there is a gap on every CEO’s bookshelf between Gino Wickman’s work and Patrick Lencioni’s work, Walt’s book fills and spans that gap.
Glen Yeffeth – CEO and Publisher BenBella Books – Publisher of the EOS® Traction Libary and Patrick Lencioni’s “The 6 Types of Working Genius.”
ATTRACT or REPEL
BenBella Books – March 2025
“When everyone knows how and why we are measuring something, we can work on it, improve it together. Now we have a way to measure trust, courage, and engagement—aka organizational heath—and we can work on it.”
—Alex Freytag, co-author of Profit Works, Expert EOS Implementer®, creator of the EOS Users Conference
Book Summary
Tired of employee engagement efforts that go nowhere? Attract or Repel introduces the BITE7™ Framework—a practical system that helps you measure and drive Buy-in, Inclusion, Trust, and Engagement across your organization.
Whether you’re running EOS®, Scaling Up, Pinnacle, or your own custom system, BITE7 connects the dots between your operating tools and the human dynamics that determine success. It answers the question, “How do I make all these powerful organizational health ideas real and measurable for my team?”
Rooted in over 200 real-world EOS® client journeys and endorsed by EOS founder Gino Wickman, this book offers practical tools and language to help leaders make their systems feel like something they are doing for their people—not to them.
You’ll learn how to stop “quiet quitting,” retain younger generations, and avoid the system-fatigue that causes implementations to stall. The breakthrough? Turn the 7 employee questions into 7 Promises—and deliver on them.
If you’re looking for a way to keep your operating system alive, increase ROI, and create a culture that actually works, this is your guide. Organizational health isn’t a mystery—it’s measurable, actionable, and within your reach.
The way you flip the script is to measure and communicate. Attract or Repel describes why and how you do this using 7 Questions.
.
Book – Flower Power. Structural Clarity.
Roles-based Organizational Cognizance® Model and Software Handbook
2024
This is a facilitation and software application Handbook: It teaches you how to inventory all of the roles that are part of your Accountability Chart or Org Chart using the Flower Power method.
Written by Walt Brown – Walt has done this work across over 200 companies. His sets and reps give him deep insight into why your stuff is working and why it is not working. Creating a solid accountably chart or org chart with clearly defined Roles is the secret. How you do the work is in the is book.
“The most unexpected reward was how empowering this approach has been for our people. How quickly they bought in was a huge bonus, almost effortless 10 minutes in. The Flower Power facilitations were straight forward, people picked it up and then readily filled out the Roles and Job forms. The team approach spurred healthy debate and our work product is strong. We have documentation at a fine level, from the frontlines where the work is really happening. Powerful for the company and powerful for our people. What you can get done in a half day with this framework that motivates people is nothing short of amazing.” Betsy R – CEO Clinical Research Organization
.
Book – Seeing The Invisible
Strategic Thinking as a Process – 2023
“Thinking is the hardest work there is, which is the probable reason so few engage in it.” Henry Ford
Sailboat Racing and Two Must-Have Strategic Thinking Models
What if the secrets to building a successful business were found not in boardrooms or MBA programs, but on the open water? For me, nothing has shaped my understanding of business strategy more profoundly than the lessons learned from competitive sailboat racing.
This might sound surprising. After all, I’ve spent years auditing for a global firm like Ernst & Young®, launched and sold four companies, and devoted decades to coaching leadership teams in organizations large and small. I’ve immersed myself in academic research, certifications, business theory, and big-name books. Yet, nothing has honed my perspective on strategy and leadership quite like the exhilarating challenges of the racecourse.
And I’m not alone in this. From Sir Thomas Lipton to Ted Turner, from Patrizio Bertelli (Prada) to Hasso Plattner (SAP) and Larry Ellison (Oracle), many of the world’s most successful business leaders share a passion for sailing. Why the overlap? Because at the heart of both business and sailing lies Strategic Thinking.
In sailboat racing, everything revolves around the “campaign,” which begins with a Vision — the ultimate goal. From there, sailors work backward, crafting a strategy that aligns resources, logistics, and teamwork to achieve that vision. It’s the same principle that drives business success.
A winning campaign isn’t just about having the best boat or crew; it’s about having a clear plan. Every sailor on the team knows their precise Role, how it fits into the broader strategy, and how their actions interconnect with others’. This level of coordination transforms a crew into a seamless, unified organism — much like a high-performing business team.
One critical lesson sailing teaches is the distinction between Strategy and Tactics. Strategy is the overarching plan — the ideal route to success if everything goes perfectly. Tactics, on the other hand, are the adjustments and decisions made in real time, navigating unforeseen challenges like wind shifts, weather changes, or competitors’ moves.
Paul Elvstrom, a four-time Olympic gold medalist and one of the greatest sailors in history, captured this beautifully:
“The good sailors all know how to race very well, but the champions have won the regatta before the racing begins.”
Elvstrom’s insight underscores the importance of starting with a well-conceived vision and working backward to map out every detail before setting sail. Champions, whether in sailing or business, don’t leave success to chance. They plan for it, anticipate obstacles, and execute with precision.
This book isn’t just about sailboat racing or business; it’s about how the two intersect in profound and unexpected ways. By delving into two essential models of Strategic Thinking drawn from the racecourse, you’ll discover a fresh perspective on how to lead, plan, and execute in a way that drives extraordinary results. Whether you’re steering a boat or a business, the principles remain the same: Vision, Strategy, Tactics, and a unified team working together toward a common goal.
Let’s set sail.
.
Book – The Patient Organization – ForbesBooks – 2017
WHY SYSTEMS LIKE EOS, TRACTION, SCALING UP, ETC. WORK AND FAIL TO WORK.
The reason implementations of Organizational Operating Systems (EOS is an OOS) fail out right, or, fail to produce the ROI you hoped for is simple. Your people are seeing the EOS system as something you are doing To them v. For them. When you can flip this script and answer their question “What’s in it for me?”, then you will get the buy-in and ROI you are looking for.
The way you flip the script is to measure and communicate. The Patient Organization describes why and how you do this using 7 Questions.
Example: Why does the EOS work we do with our clients drive a significant ROI? Two reasons, 1. we measure, and 2. we communicate. We measure EOS’s effectiveness to upgrade your culture, engagement, accountability and retention using the 7 Questions Culture and Engagement Survey as the baseline and foundation of your Why, and, we use the 7 Questions as 7 Promises to communicate clearly: to describe to our folks Why we are doing EOS.
Once our people see that we are doing EOS For them and not To them we get buy-in and are able to create one single organization with a great culture, high engagement, accountability and retention.
Note: I execute very pure* and direct EOS Implementations – I do not add any new tools, or change the EOS Implementation method, we only add a way to measure and communicate via the 7 Questions and 7 Promises I outline in my book.
(* “pure” is a term of art in the EOS community, it is referring to sticking to the script, teaching the tools in the EOS way.)
I am often criticized by my peers because I don’t milk my client engagements for longer periods. I ask: “Why should I!?” If I focus on teaching the material purely and teach the “why” beneath the material, and, don’t become a crutch, then my clients will master the EOS material faster, gain confidence and they will graduate as masters!
More:
The “Why” beneath EOS is captured in my book The Patient Organization, it holds the 7 keys to unlocking the power inside your Organizational Operating System (OOS). Whether it is Rockefeller Habits, Scaling Up, Holocracy, The Advantage, 4DX, Traction, EOS®, or a self-developed system. It will answer why does EOS work? Why does Traction work? Why does Scaling Up work? and how does EOS work? how does Traction work, and how does Scaling Up work etc. etc.?
The Patient Organization and the 7 Questions will make your system come alive for your employees.
I believe my clients deserve a robust ROI from their EOS investment. An ROI that comes from a great culture, engaged employees, robust cash flow and dependable predictable profit. We link our ROI expectations to the statistics from Gallup. Gallup points out that companies who enjoy top quartile engagement and culture enjoy 21% more profit, 20% fast growth, 10% better customer loyalty, 56% fewer safety incidents. These are they baselines we are pushing for in the EOS Implementations we do together.
.
Book – Death of the Org Chart, Rise of the Organizational Graph. 2019
ORGANIZATIONAL COMPLEXITY HAS OUTGROWN GRANDADDY’S ORG CHART
My clients and I wrote this book based on 200+ organizational structure and redesign engagements where the goal was to determine and record exactly who is doing what and why. Org charts can no longer capture the complexity inherent in modern tech-enabled organizations.
What we discovered was current approaches were not up to the task of capturing the complexities in modern day organizations – so – along with client input, we created a modern day approach called the Organizational Cognizance Model™ and the 14 Point Checklist™.
Death outlines the model and shares detailed facilitations and how-to you can use in your company to remove organizational confusion and dysfunction.
I run a company that trains and certifies coaches to teach the Organizational Cognizance model that is described in the book.
I am also a practicing OCOG Coach myself, honing the approach in the real world every day.
Walt's Software
.
Software – Flower Power – Founder – Facilitation and capture software for Roles-based organizational structure clarity. 2025
The primary cornerstone of my AI Roadmap practice.
Flowerpower.software feeds the ontology we capture in ograph.
Flower Power™ Software automates the facilitation, capture, and sharing of real time organizational structure information at a fine level. Driving profitability by connecting all relevant job and role related details, making them accessible, visible and reviewable in real time.
.
Software – OGraph.io Co-founder – Knowledge Graph Software 2020
State of the Art Org Charting & Org Graphing Software
OGraph is the secondary cornerstone of my AI Roadmapping practice.
This is the future of organizational Structure and Design
The fact is modern day organizations are more complex than the old organizational design and structure models can handle. It was time to create a new perspective, time to create a model that is flexible, relevant and real.
THE ORGANIZATIONAL COGNIZANCE® MODEL VISUALIZED WITH OGRAPH
I am dedicated to the employee who suffers under the yoke of organizational confusion and dysfunction. To smash this confusion and dysfunction, we developed the Organizational Cognizance Model (OCog) and the 14 Point Checklist. OGraph organizational chart software is anchored in the OCog Model. OCog is the result of 12 years of focus, and more than 15,000 hours helping 100s of organizations eliminate confusion and dysfunction by insuring everyone can answer the root questions: Who is doing what, why, and what am I doing, and why?
