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Lately, the author has noticed a trend towards dynamic strategies being seen as “living documents”. This shift has resulted in a focus on execution rather than strategy and increased experimentation to test and adapt the company’s strategy.

In 1994, Charlie Munger, vice chairman of Berkshire Hathaway, famously stated: “Well, the first rule is you can’t really know anything if you just remember isolated facts. If the facts don’t hang together in a latticework of theory, you don’t have them in a useful form. You’ve got to have models in your head.”

We’ve studied various books and models on gaining traction from strategies. While all models acknowledge that strategy to action is a continuous process, a shift towards “getting traction” has become evident since the 2000s.

Over the past decade or so, the term “operating model” has gained prominence as a way to describe how a company can set itself up for success and achieve traction. Given the fleeting nature of trends, it’s surprising that this term has remained so popular.

In November 2025, McKinsey defined an operating model as “a blueprint that shows how a company operates day-to-day to deliver its strategy and value to customers, detailing the integration of people processes technology and structure”.

Over the past two decades, models and books on this topic have significantly impacted our “latticework of theory” at Busnostics. These include:

1. Good to Great: Why Some Companies Make the Leap… and Others Don’t Jim Collins. 2001.
2. Mastering the Rockefeller Habits: What you must do to increase the value of your growing firm, Verne Harnish, 2002.
3. Traction: Get a Grip on your Business. Gino Wickman, 2012.
4. Business Builder’s Blueprint: The proven formula for greater company success. Allen Fishman, 2018.
5. Peak Performance: The Five Principles Every Great Business Lives By. Gregory Clearly. 2025.

Five Models

Model 1: In Good to Great Jim Collins researched many companies that had a growth inflection point, and found the leap is driven by a disciplined, multi-stage process that starts with Level 5 Leaders (humble yet intensely willful), focusing first on getting the “right people on the bus” (“First Who”), and then having the discipline to Confront the Brutal Facts of reality (the Stockdale Paradox). Great companies simplify their strategy to a Hedgehog Concept—a core focus derived from what they can be the best at, what they are passionate about, and what drives their economic engine—and build a Culture of Discipline around it, thereby creating a powerful, accumulating momentum known as the Flywheel Effect that leads to their breakthrough.

Model 2: Mastering the Rockefeller Habits by Verne Harnish provides a set of 10 management principles, drawn from John D. Rockefeller’s business practices, that growing firms must master to increase their value and scale effectively. The core of the framework focuses on establishing three essential habits—setting clear Priorities (aligning the entire organization on one quarterly goal, anchored to a long-term vision), having consistent Data (tracking key metrics and customer feedback), and maintaining a Rhythm of disciplined, effective daily, weekly, and monthly meetings to ensure accountability and communication. By instilling these habits, companies can improve execution, align the team, and build the necessary systems and structures to overcome the complexity of rapid growth.

Model 3: Traction: Get a Grip on Your Business presents the Entrepreneurial Operating System (EOS), a practical, holistic model designed to help small to mid-sized entrepreneurial companies gain control, achieve growth, and execute their vision with discipline. The system focuses on strengthening Six Key Components of any business: Vision (clarifying a shared direction using the V/TO tool), People (getting the “Right People in the Right Seats”), Data (running the business on measurable facts using a Scorecard), Issues (creating a structured process to Identify, Discuss, and Solve root problems), Process (documenting the essential “Way” of doing business), and Traction (instilling accountability by breaking goals into 90-day priorities called Rocks and holding highly structured weekly Level 10 Meetings). The book emphasizes that while vision provides direction, traction ensures the consistent execution needed to make that vision a reality.

Model 4: Business Builder’s Blueprint: The proven formula for greater company success by Allen Fishman provides a comprehensive, structured process for business owners to develop and implement a successful strategic plan, particularly through the framework used by The Alternative Board (TAB). The core principle is achieving sustainable growth and increased company value by aligning the owner’s personal vision for success with the company’s long-term vision and strategy. This is accomplished by systematically assessing the business using tools like a SWOT Analysis, defining a Strategic Advantage, clarifying the Accountability Chart (roles/responsibilities), identifying Critical Success Factors and KPIs, and then building and executing concrete Action Plans. The book emphasizes the importance of making the strategic plan a dynamic, living document supported by a Culture of Accountability to ensure disciplined execution and drive meaningful results.

Model 5: Peak Performance: The Five Principles Every Great Business Lives By by Gregory Clearly presents a strategic framework, known as the Pinnacle Formula, designed to help business leaders achieve scalable growth and exceptional results without team burnout. The book is built around five foundational principles, often referred to as the “Five P’s,” that successful companies master five aspects. People: Attracting, retaining, and developing high-performing team members (“A-players”). Purpose: Aligning the entire organization behind a clear, compelling vision and sense of mission. Playbooks: Developing and implementing clear systems and standard operating procedures to streamline execution and reduce decision-making fatigue. Performance: Measuring and tracking key metrics, combined with built-in accountability, to continuously improve results. Profits: Focusing on financial control and strategies that drive sustainable and profitable growth.
The book offers a practical roadmap with actionable tools to help leaders build an unstoppable team, scale with confidence, and ultimately reclaim their original business vision.

Shared Core Principles Across All Models

Despite each model’s unique tools, these models all share a foundation built on the following concepts:

1. Alignment on Vision and Core Values: Every model requires a clear, compelling Purpose (or Core Focus) and a defined set of Values (or Core Ideology) that guides every decision.
2. Focus on People and Accountability: All insist on putting the Right People into the Right Seats and establishing clear Accountability for results.
3. Rhythm and Discipline: All mandate a Systematic Cadence of meetings (daily, weekly, quarterly) and goals (priorities/Rocks) to ensure disciplined Execution and consistent momentum.
4. Data-Driven Decision Making: All require leaders to “Face the Brutal Facts” or “Manage by Numbers,” relying on Key Performance Indicators (KPIs) or Critical Numbers to track progress and make informed adjustments.

Our Views at BusNostics on getting Traction

We study these models to help us select the most effective components for your specific needs. Contact us for a discussion on accelerating your strategy’s traction.