As aspiring SMB CEOs, I know that many of you are already familiar with the concept of a formal "operating system" that CEOs seem to be implementing with increasing frequency to govern certain strategic and operational decisions within their businesses.

I implemented an operating system in my own company beginning in[redacted]in our case, it was EOS, based on the book Traction, by Gino Wickman), and we continued to operate under its various principles and structures until selling the company in late[redacted]Based on that first-hand experience, in this week's blog post, I share a number of FAQs that I often receive from other CEOs related to the implementation of a formal operating system. Among other things, I discuss my experience with questions like:

- What is an Operating System and Why Did I Choose to Implement one?

- Should I Use an Implementer/Coach, or Implement the System on my Own?

- To What Extent Should I Include my Management Team?

- Can I “Partially” Implement an Operating System?

- Do I Need to Buy the Associated Software Tools?

- When is the “Right” Time to Implement an Operating System?

- How should recently hired CEOs, who are brand new to their company, think about how or when to implement an operating system?

Nowhere in the world’s leading MBA schools will you see mention of implementing a formal operating system to help govern the planning, strategy and day-to-day operations of a SMB. However, in my experience, it is highly practical frameworks like these that are most important and most impactful for CEOs and the companies that they run.

The blog post can be found here: Implementing a Formal Operating System Like EOS or the Rockefeller Habits