* The first "O"
The first post of the first "O" is the originator, the starting point of any entrepreneurial offensive. The originator comes up with innovations that have the potential to grow the business. These can come in the form of new products/services, new process, new concepts–anything new that may lead to new sources of income. Using both intuitive and logical processes, the originator comes up with the broad strokes of the innovation.
* The second "O"
The second post or the second "O" is the operator who turns the originator’s ideas and innovations into reality. With a keen eye for detail, the operator understands the essence of the originator’s innovation and comes up with the nitty-gritty or details to ensure proper implementation. The operator is able to break down the innovation into tasks and defines who is going to do what, when it should be done, and how it will be done. The operator not only plans the details, he/she also monitors and manages its successful execution.
* The first "I"
Between the originator and the operator is the first "I". This is implementation. The first "I" is what happens if the first pass from the originator to the operator is done correctly. Critical to the first pass is the communication between the originator and the operator. The essence of the communication must not only be transmitted, it must be received, understood and confirmed. Otherwise, the essence could be lost in the implementation. Implementation is an important aspect of entrepreneurial leadership. Leadership that is just all talk and discussions without implementation is not entrepreneurial. Entrepreneurial leadership turns ideas into reality.
* The third "O"
The third post or the third "O" is the organizer and is related to both the originator and the organizer. Relative to the operator, the organizer brings order into the play, puts in systems and procedures and provides some stability in the frenzy of originating and operating.
* The second and third "Is"
Between the operator and the organizer is the second "I". This is improvement. Because of the order and systems put into place by the organizer, the implementation is improved. The improvement comes from the balance between the speed of implementation and the use of resources. The operator sometimes gets things done but not in an efficient nor optimized manner. The organizer helps in the optimization but does not get in the way of speed of implementation. The passing between these two posts leads to improvement of implementation.
Between the organizer and the originator is the third "I". This is inspiration. Between the originator and the organizer, the ball is passed rapidly to inspire the whole organization to originate, operate and organize for more innovations. This relationship will lead to an organization that will not leave the originating, operating and organizing to the leaders of the firm. The whole organization (or the entire team as in basketball) gets involved in winning the game and, to continue the allusion to the sport, the weak side is still an offensive option for the triangle offense.
One has passed the test of successful entrepreneurial leadership when the firm becomes an entrepreneurial organization. It is an organization that is not only full of originators, operators and organizers but is one that also increases its financial performance by implementing, improving and inspiring themselves. As demonstrated in a basketball game, this kind of triangle offense results in out-performing the competitors.
Again, not unlike the triangle offense in basketball, these characteristics are often found in three different persons. In a large company, they are often found in three different executives. In a smaller firm, they are often found in three different partners.
But note that I used the term, "characteristics". This implies that it can also be found in one person. It is possible for one person to perform all roles. It will be difficult but not impossible. There are pros and cons in making entrepreneurial leadership happen with three persons or with just one person.
If the leadership is a triumvirate, then it is important that the three leaders not only perform their "O" characteristics but that they also share the same values and vision. This will be the foundation and focus of the originating, operating and organizing. There will be fewer problems if the three "O" characteristics are found in one person.
Typically, entrepreneurs are originators. First, they must be complemented by an operator and, eventually, by an organizer. If the entrepreneur is not an originator or organizer, then the search for partners or executives must result in finding originators and organizers who share the same values and vision.