Keep the rhythm going: how VI Company 'oils the machine!'

Author
Tim Oskam
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To ensure VI Company remains a well-oiled machine, we've adopted a system called EOS (Entrepreneurial Operating System).

Why? Because it allows us to guarantee a certain rhythm when managing our company. In this blog, we'd like to lift a corner of the veil and give you a brief behind-the-scenes look. What exactly is EOS, and how do we use it?

Weeks, months, years: problem-solving meetings at regular intervals

At VI Company, we don't tell people exactly what to do. We rather help them do their jobs in the best possible way. To this end, we use EOS, which provides several useful tools. The connecting thread: rhythm. Therefore, we strictly adhere to a well thought-out meeting schedule. Allow us to break it down for you!

1. Weekly

During our standard weekly meeting, we first share headlines: What did you notice among colleagues and clients? Are there important issues the management team should know about? Using a scorecard, everyone addresses their own KPIs. Considering our rocks, are we on or off track? We also tackle bottlenecks, applying the IDS method: Identify, Discuss, Solve. The goal: to unearth all problems that arose in the previous week so we can take concrete steps to solve them. Incidentally, we call this a level-10 meeting, as we strive to end each one with a high score (8, 9, or 10). The final grade is included in the scorecard.

2. Quarterly

Our quarterly meeting requires the management team to leave the company for a day. Time to reflect on the past three months! Taking all colleagues’ feedback into account, we determine whether current methods do or don't work. Moreover, we decide which initiatives should be developed next. Furthermore, we make plans that contribute to our annual goal, including them in 'rocks:' major objectives we want to achieve. Finally, we ask ourselves an important question: Are we still on track with our rocks – in view of our annual goal?

3. Yearly

Every year, we hold a two-day meeting to look back on the past twelve months. Did we realize our plans? Are there things we could have done better? On day one, we draw lessons from the past year, which we take into account on day two – then, it's time to review our plans for the coming three to five years. If these need adjustments, we're not afraid to make them!

Rhythm and traction: keeping in motion

Besides our weekly, quarterly, and yearly meetings, we also organize a huddle every other Friday morning. This stand-up meeting allows us to make announcements and let colleagues share any current achievements or breakthroughs. We also announce important company news or updates.

Briefly put, we attach great importance to rhythm and traction. Using these meetings as well as an overarching tool – VTO – we make sure issues don't accumulate into major problems. Like the world around us, we keep in motion!

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