Transforming business challenges into positive outcomes
How EOS saved my business (the Origin Digital story)
If you read through the site, then you know I’ve applied EOS at two different companies. However, despite the success I had encountered with EOS at Image One and its sale to a $1B company, which you can find referenced significantly in the book Traction, I didn’t see the need for it at a startup company. I couldn’t have been more wrong.
My partners and I launched Origin Digital in the internet video space, which was wide open for growth. We soon learned that great opportunity does not mean great success. Our organization, small as it was, lacked a shared vision. The leadership team was working against each other. The staff was mutinous. And, we chased every lead without qualifying. This lack of focus resulted in 4 a.m. nights, anxiety, and --- no surprise -- a disintegration of relationships.
Thankfully, my partners were open to help. I contacted EOS’ founder Gino Wickman, who sent Don Tinney, now the COO of EOS, to conduct a 90-minute exchange session. The leadership team immediately saw EOS as the missing element of our business and we began the EOS process.
By implementing EOS, we were able to clarify our vision, develop a healthy leadership team and leverage opportunity in the rapidly expanding internet video industry. In addition to my finance role, I became the EOS integrator and then president of the company at its one-year mark, adjusting and forming a cohesive leadership team in tandem with our visionary CEO.
The next year, Origin Digital transformed from a low-volume, low-dollar professional services company into a Software-as-a-Service video processor with over 800 customers. In our 23rd month, Origin Digital was acquired by Accenture to become the video processing solution for its telecommunications clients. We went from startup to acquisition by a $20B organization in less than two years. The Accenture Digital Media Services CEO said they had looked at many other companies and, although our business was not as mature as others, they felt our team, structure and systems weighed more heavily in their final assessment.
Our organizational team was able to stay on and continue to adhere to EOS for the next six years. At this point the US company was partnered with Verizon and the international segment was fully integrated into Accenture, at which time I chose to leave the company.
You can see why I am eager to apply this success to other businesses. I started with a very low scoring business, where are you starting? Try the online organizational check up below.
If you read through the site, then you know I’ve applied EOS at two different companies. However, despite the success I had encountered with EOS at Image One and its sale to a $1B company, which you can find referenced significantly in the book Traction, I didn’t see the need for it at a startup company. I couldn’t have been more wrong.
My partners and I launched Origin Digital in the internet video space, which was wide open for growth. We soon learned that great opportunity does not mean great success. Our organization, small as it was, lacked a shared vision. The leadership team was working against each other. The staff was mutinous. And, we chased every lead without qualifying. This lack of focus resulted in 4 a.m. nights, anxiety, and --- no surprise -- a disintegration of relationships.
Thankfully, my partners were open to help. I contacted EOS’ founder Gino Wickman, who sent Don Tinney, now the COO of EOS, to conduct a 90-minute exchange session. The leadership team immediately saw EOS as the missing element of our business and we began the EOS process.
By implementing EOS, we were able to clarify our vision, develop a healthy leadership team and leverage opportunity in the rapidly expanding internet video industry. In addition to my finance role, I became the EOS integrator and then president of the company at its one-year mark, adjusting and forming a cohesive leadership team in tandem with our visionary CEO.
The next year, Origin Digital transformed from a low-volume, low-dollar professional services company into a Software-as-a-Service video processor with over 800 customers. In our 23rd month, Origin Digital was acquired by Accenture to become the video processing solution for its telecommunications clients. We went from startup to acquisition by a $20B organization in less than two years. The Accenture Digital Media Services CEO said they had looked at many other companies and, although our business was not as mature as others, they felt our team, structure and systems weighed more heavily in their final assessment.
Our organizational team was able to stay on and continue to adhere to EOS for the next six years. At this point the US company was partnered with Verizon and the international segment was fully integrated into Accenture, at which time I chose to leave the company.
You can see why I am eager to apply this success to other businesses. I started with a very low scoring business, where are you starting? Try the online organizational check up below.