How to Roll Out EOS Across Your Entire Organization Using Ninety

Once your leadership team has been running on EOS for a few quarters, you're ready for the next stage: bringing the tools, language, and disciplines of EOS to every department in your organization. This is called a company-wide rollout, and when it's done well, it transforms EOS from a leadership team practice into your company's shared operating system.

This guide walks you through each step of the rollout, from appointing a Champion to establishing a full Meeting Pulse across your organization.

Step 1: Appoint a rollout champion

A successful rollout requires a single owner. Before anything else, identify your Rollout Champion — the individual accountable for driving adoption, supporting new teams, and ensuring EOS becomes a habit across the organization rather than a one-time initiative.

The Rollout Champion is typically the Integrator or a senior operations leader who has strong relationships with department heads and a firm grasp of EOS fundamentals. In EOS terms, the Champion holds a Rock for the rollout each quarter until the organization is fully running on the tools.

What a Rollout Champion Rock might look like:

• Week 1–2: Confirm rollout timeline and team list with the leadership team.
• Week 3–4: Host Manager Training session with all department leaders.
• Week 5–6: Ensure all teams are added in Ninety and users have accepted invitations.
• Week 7–8: Confirm each department has a functioning Scorecard and scheduled Level 10 Meeting.
• End of quarter: All teams have completed at least one full Level 10 cycle, Rocks are set, and Scorecards show measurable data.

The Champion should check in with each department leader at least once during the rollout quarter, either in a 1-on-1 or as a standing agenda item in the leadership team's Level 10 Meeting.

Step 2: Run a State of the Company meeting

Before introducing any tools, your senior leadership team should explain the why to the entire organization during the State of the Company meeting.

The State of the Company meeting is not a town hall or an all-hands update. It is a deliberate, structured message from leadership that answers three questions every employee will have: Why are we doing this? What does it mean for me? What happens next?

This meeting should cover:

• Your company's V/TO: the vision, the Core Values, the Core Focus, and the long-term targets your leadership team has set.
• A plain-language explanation of EOS and why your company runs on it.
• What employees can expect during the rollout (new tools, new meeting rhythms, and new language), and how it will help them do their work.
• The name of the Rollout Champion and how to reach them with questions.

The Visionary or Integrator should run this meeting. When employees experience the rollout as an invitation rather than a mandate, adoption follows naturally. Skipping this step is one of the most common reasons company-wide rollouts stall.

Step 3: Host a manager training session

Before department leaders are asked to run their own Level 10 Meetings, they need to understand how to use Ninety and how EOS tools apply at the department level. The manager training session is where this happens.

The Rollout Champion typically facilitates this session, ideally within the first two weeks of the rollout quarter. It should cover:

• A walkthrough of Ninety's core tools: V/TO, Scorecard, Rocks, Meetings, and To-Dos.
• How department-level tools connect to the leadership team's V/TO and company Rocks.
• How to set up a team Scorecard with the right measurables.
• How to run a department-level Level 10 Meeting using the standard agenda.
• Where to go for help: the Ninety Learning Hub in the Knowledge Portal, live training webinars, and the Client Success team.

A recording of this session, shared through the Knowledge Portal's Ninety Learning Hub, can serve as an onboarding resource for department leaders who join after the initial rollout.

Step 4: Add your teams and users

With leadership aligned and managers trained, it's time to build out your organization in Ninety.

Adding teams:

In the Directory, create a team for each department participating in the rollout. Each team should reflect a real reporting structure: the people who will meet together weekly, share a Scorecard, and set Rocks together.

Adding users:

Add each team member to the Directory and assign them to the appropriate team. When adding users, you'll assign a role. Here is a quick guide to the most common roles at the department level:

• Manager: Department leaders who run their team's Level 10 Meetings, manage Rocks, and oversee Scorecard data. This is the right role for most people who report directly to the leadership team.
• Team Member (Managee): Individual contributors who participate in Level 10 Meetings, own To-Dos and Rocks, and contribute to Scorecard measurables.
• Observer: A free, read-only role for stakeholders (executives, board members, or cross-functional partners) who need visibility without participation access.
• Admin: Reserved for those who need to manage users and settings across the platform.

For full role details and step-by-step instructions for managing permissions, read this article.

Step 5: Train your teams

Ninety offers several training options to help new users get up to speed quickly. Make these resources available to department leaders and team members at the start of the rollout.

Available training resources:

• Weekly live training webinars: Free, hosted regularly, and open to all users. Ideal for new team members who want a guided walkthrough of Ninety's core tools.
• Team training sessions: Schedule a dedicated training call for your department with Ninety's Client Success team. This is a popular option for teams with 10 or more new users.
• CS office hours: Drop-in sessions for users who have specific questions or want live guidance on a particular feature.
• Ninety Learning Hub: Available inside the Knowledge Portal, the Learning Hub includes a dedicated "Company-Wide Rollout" topic built specifically for this stage of your EOS journey. Share this topic with new managers and team members during your onboarding process.

To schedule a team training session or access office hours, contact your Client Success manager or visit this page.

Step 6: Set up team V/TOs

Each department should have its own V/TO that aligns with and supports the company V/TO. The department's Core Focus, 1-Year Plan, Rocks, and Issues should all align with the leadership team's vision.

To create a team V/TO in Ninety:

1. Navigate to the relevant team in the Directory.
2. Open the V/TO tool for that team.
3. Begin with Core Values — these are the same as the company's Core Values.
4. Work through the V/TO sections, ensuring the department's 1-Year Goals align with the company's 1-Year Plan.

Step 7: Build team Scorecards

Each team needs a Scorecard with 5–15 Measurables that give leaders a weekly pulse on that department's health. Department Scorecards should include activity-based leading indicators (numbers that team members control week to week), not just results.

To set up a team Scorecard:

1. Open the Scorecards tool and select the department team.
2. Add measurables that reflect the team's most important weekly activities and outcomes.
3. Assign an owner to each measurable — the person responsible for updating the number each week.
4. Set a goal for each measurable.

If a measurable already exists on another team's Scorecard, you can share it rather than duplicate it. For instructions, see this article.

Step 8: Create and cascade team Rocks

Department Rocks are the 3–7 most important priorities for that team over the current quarter. They should directly support the company's Rocks set by the leadership team.

To create team Rocks in Ninety:

1. Open the Rocks tool and select the department team.
2. Add each Rock with a clear, measurable title, an owner, and a due date (typically the last day of the quarter).
3. Mark Rocks as "On Track," "Off Track," or "Done" each week during the Level 10 Meeting.

Step 9: Establish a Meeting Pulse

The Level 10 Meeting is the engine of EOS at every level of the organization. Each department should hold a weekly 60-minute Level 10 Meeting on the same day and time each week.

Standard Level 10 agenda for department teams:

1. Segue / good news (5 minutes).
2. Scorecard review (5 minutes).
3. Rock review (5 minutes).
4. Customer and employee headlines (5 minutes).
5. To-Do list review (5 minutes).
6. IDS — Identify, Discuss, Solve (30-60 minutes).
7. Conclude — recap To-Dos, cascading messages, meeting rating (5 minutes).

Department-level Level 10 Meetings typically run 60 minutes rather than the leadership team's 90 minutes. The agenda is the same.