operating-model

Map who decides what on a team or program — the authority to approve, to break a tie, to spend, and to stop — and surface where that authority is currently undefined. Use whenever decisions are stalling, two people think they own the same call, work spans teams with no clear arbiter, someone asks "who actually decides this," or a new program is being set up. Trigger on ambiguity about authority, not about tasks.

Design the review and forum layer for a team or portfolio — which recurring meetings exist, what each one decides, what artifact it requires as input, and which existing meetings should be deleted. Use whenever the user is setting up reviews or steering committees, is drowning in recurring meetings, needs a portfolio or program review cadence, or asks how leadership should oversee something. Trigger on "governance," "steering committee," "review cadence," or too many meetings producing too few decisions.

Draft, review, or check in on objectives and key results — including diagnosing OKRs that are really task lists in disguise. Use whenever the user is writing goals for a quarter or year, asks whether their OKRs are any good, needs a mid-cycle or end-of-cycle check-in, is grading results, or is trying to connect team goals to company ones. Trigger on "OKRs," "quarterly goals," "key results," "am I on track," or any goal-setting and goal-review conversation.

Design an operating model for a team from scratch — purpose, cadence, artifacts, roles, and the decisions the model exists to make possible. Use whenever a team has no existing process to inherit, a new team or function is standing up, an existing model has stopped working, or the user says things like "we have no process," "how should this team run," or "everything is ad hoc." Trigger for any request to design how a team operates rather than what it works on.