The Visionary-Integrator Framework distinguishes two leadership responsibilities in EOS: creating direction and possibilities, and integrating the team to execute them. It is described in Rocket Fuel by Gino Wickman and Mark C. Winters.

The Visionary commonly focuses on ideas, culture, important relationships and longer-term direction. The Integrator coordinates the major functions, runs day-to-day management and holds the leadership team accountable. EOS Worldwide describes the two roles.

Use it to examine the work you want to carry

The distinction can help you identify work you enjoy, work the business needs and responsibilities someone else should assume. It does not mean every founder is a Visionary or that ownership itself is one of these management jobs.

You may hold a Visionary role, an Integrator role, another operating role or a governance role outside management. The Role Vision Board and Time Audit help make that choice concrete. Define the actual responsibilities before selecting a title.

A real handoff requires more than a hire

If another leader takes on integration, specify the results, authority, information, resources and review relationship. Repeated owner intervention can preserve dependence even after the role is filled. The financial plan must also support the cost and transition.

The framework does not establish a required Year 2 hire, a universal COO title or proof that the Owner-Operator Trap has ended. In iBD’s company structure, the CEO integrates the functions and answers to ownership; the COO owns operations and delivery. A company’s EOS labels should be mapped to its actual responsibilities without confusing those seats.

Put the idea to work

Explore Module 1 to connect this idea to the work, evidence and tools. Browse all concepts or see the complete system.