As an EOS Implementer, I’ve implemented well over 400+ session days with leadership teams.
And there’s a phrase I hear more often than any of us would like to admit:
This is just how we’ve always done it.
Sometimes it’s about a pricing model.
Sometimes it’s a clunky hiring process.
Sometimes it’s about the owner running weekly meetings they don’t need to attend.
And every time, it’s a symptom of a deeper issue: the business has been built on assumptions—not intentional design.
That’s where First Principles Thinking comes in.
And when you combine it with the tools of EOS®, you get a powerful way to rethink how your business operates, clarify your direction and gain back control.
What is First Principles Thinking?
At its core, First Principles Thinking is the practice of breaking down a problem or system into its most basic, fundamental truths—then rebuilding it from scratch based on what is actually true, not what’s been inherited or assumed.
It’s the opposite of “we’ve always done it that way.”
This approach helps business owners stop reacting and start designing.
It empowers teams to simplify complexity, innovate around real constraints and build a stronger foundation for growth.
Why EOS and First Principles Work Together
EOS is all about simplifying, systemizing and creating clarity.
It gives owners the structure to get what they want from their business.
But sometimes, even the most well-intentioned systems are built on outdated thinking.
If you’re following a process, structure or policy that no longer serves your team—or your customers—EOS gives you the platform to fix it, but First Principles Thinking gives you the mindset to reimagine it.
Together, they help you:
- Stop solving surface-level symptoms
- Create accountability around the right actions
- Make clearer decisions with less drama
- Build leaner, more effective processes
- Drive team alignment and ownership
Real-World Example: A Manufacturing Company’s Scheduling Headache
Let’s take a real-world example from a manufacturing company I worked with.
The issue: Their production scheduling was chaotic.
Jobs were being bumped, deadlines missed and team members burned out.
They assumed:
We need to schedule everything manually because each job is custom.
Their entire production manager’s role had become consumed by reactive scheduling.
Everyone accepted it as normal—even though it was clearly unsustainable.
So we paused, stepped back and applied First Principles Thinking, through the lens of EOS.
Step 1: Identify the Assumptions
We asked the team, “What are we assuming is true here?”
They listed:
- “Jobs are too custom to automate.”
- “Only our production lead understands how to schedule correctly.”
- “It’s just the cost of being a high-touch manufacturer.”
These were beliefs masquerading as facts.
Step 2: Break It Down to Truths
Using First Principles Thinking, we separated fact from fiction.
- Truth: Jobs vary, but 80% follow predictable timelines.
- Truth: The bottleneck isn’t complexity—it’s lack of visibility.
- Truth: One person owns the entire process, which is a risk.
This aligned perfectly with EOS tools: Get the process out of someone’s head, document it, delegate and systemize it.
Step 3: Rebuild from Scratch
Using these truths, we rebuilt the scheduling process:
- Created a shared scheduling board that used color-coded time blocks for common job types.
- Documented a 3-step process for quoting and scheduling that anyone could follow.
- Shifted ownership of scheduling to the team leader, supported by a visual tool.
- Measured on-time delivery as a measurable in their weekly Level 10 Meeting
.
The result?
Fewer errors, more on-time deliveries, better team communication—and a production lead who finally took a real vacation.
That’s what happens when you combine EOS with First Principles Thinking.
Where to Apply This in Your Business
Want to apply this thinking in your company?
Here are common EOS areas where First Principles Thinking can be a game-changer:
Accountability Chart
Ask: Are we designing roles around real business needs—or around people’s preferences and legacy roles?
Core Processes
Ask: Do we really need 14 steps to onboard a client—or are we overcomplicating something simple?
Measurables
Ask: Are we tracking what matters—or what’s easy to measure? What drives behavior and results?
Vision/Traction Organizer
Ask: Are our 10-Year Target, 3-Year Picture and 1-Year Plan still true and relevant—or built on yesterday’s assumptions?
Rocks
Ask: Are we solving root problems this quarter—or just spinning on old habits?
Three Steps to Apply This Thinking Today
- Pick One Area of Frustration- Find something in your business that feels inefficient, complex or like “just the way it is.”
- List Out the Assumptions – What are you and your team believing to be true—but haven’t challenged in years?
- Break It Down & Rebuild – Ask: What do we know is actually true? What would this look like if we started from scratch—aligned with EOS tools like the Accountability Chart, Rocks or documented Core Processes?
You might be surprised at how much waste, stress and misalignment you can eliminate.
Final Thought: You Built It Once—Now Build It Better
First Principles Thinking isn’t about scrapping everything.
It’s about using the EOS tools you already have to question the why behind the what.
It’s how you stop duct-taping new solutions onto old thinking—and finally build a business that serves your team, your customers and you as the owner.
Want to learn more?
Schedule a FREE 90-Minute Meeting where we’ll show you:
- Why EOS works, is so successful and helps free owners
- Exactly where your team needs to grow to the next stage
- Our Foundational Tools and how we implement them
- Our Proven Process and how we guarantee value behind what we do
