operational-design

name	operational-design
description	Design and improve operational processes and organizational scaling — process design, operational metrics, compliance and audit, vendor management, and team topology. Covers value stream mapping, BPMN, bottleneck analysis, scaling from 10 to 100 to 1000 people, KPI design, balanced scorecard, SOC 2, ISO 27001, GDPR readiness, RFP processes, SLA design, vendor scorecards, team topologies, Conway's Law, and Dunbar's Number. Do not use for engineering delivery, financial modeling, or technology evaluation.
license	MIT
metadata	{"tags":"coo, operations, process-design, scaling, compliance, vendor-management, team-topologies","source_repo":"https://github.com/magnus919/hermes-profiles"}

Operational Design

COO methodology for designing and scaling operations, managing compliance, selecting and managing vendors, and measuring operational health. These frameworks help a COO build the systems and processes that enable the organization to execute reliably at scale.

Domain Model

Domain	Covers	Artifact
Process Design	Value stream mapping, BPMN, bottleneck analysis, workflow optimization	Process maps, VSM current/future state
Scaling Frameworks	10-to-100-to-1000 transitions, organizational design, delegation patterns	Scaling plan, org design
Operational Metrics	KPI design, balanced scorecard, leading vs lagging indicators	Operations dashboard
Compliance & Audit	SOC 2, ISO 27001, GDPR readiness, audit preparation	Compliance roadmap, control matrix
Vendor Management	RFP process, SLA design, vendor scorecards, relationship tiers	Vendor management framework
Organizational Patterns	Team topologies, Conway's Law, Dunbar's number, span of control	Team design, communication model

When to Load

Load this skill when the task involves:

• Mapping and optimizing a business process (value stream, BPMN)
• Planning organizational scaling through growth phases
• Designing operational KPIs and a balanced scorecard
• Preparing for SOC 2, ISO 27001, or GDPR compliance
• Running an RFP or vendor selection process
• Designing SLAs and vendor scorecards
• Restructuring teams using team topologies
• Analyzing bottlenecks and throughput constraints
• Designing delegation and span-of-control models

Loading Order

skill_view('operational-design')                    # This — methodology index
skill_view('strategy-frameworks')                    # Shared decision frameworks
skill_view('artifact-pyramids')                      # Output contract
skill_view('operational-design', file_path='references/process-design.md')
skill_view('operational-design', file_path='references/scaling-frameworks.md')
skill_view('operational-design', file_path='references/operational-metrics.md')
skill_view('operational-design', file_path='references/compliance.md')
skill_view('operational-design', file_path='references/vendor-management.md')

Reference Files

Reference	Load When	File
Process Design	You need to map, analyze, or optimize a business process	references/process-design.md
Scaling Frameworks	You're planning organizational growth or restructuring	references/scaling-frameworks.md
Operational Metrics	You're designing KPIs, dashboards, or a balanced scorecard	references/operational-metrics.md
Compliance & Audit	You're preparing for SOC 2, ISO 27001, or GDPR compliance	references/compliance.md
Vendor Management	You're running an RFP, designing SLAs, or evaluating vendors	references/vendor-management.md

Design Principles

1. Process before automation. Automating a bad process makes bad output faster. Map and optimize the workflow before selecting tools.
2. Scale is a discontinuous function. An organization that works at 10 people will break at 50, 200, and 1,000 — each requires a different operating model. Design for the next phase, not the current one.
3. Lead with leading indicators. Lagging indicators tell you what already happened. Leading indicators tell you what will happen. A good operations dashboard has a balanced mix of both.
4. Compliance is a system, not a project. SOC 2 certification is not a one-time effort. Compliance requires embedded controls, continuous monitoring, and periodic testing.
5. Vendors are partners, not passengers. The cheapest vendor is usually the most expensive in total cost. Invest in vendor relationships proportional to business criticality.
6. Structure follows strategy. Team topology should be driven by the communication patterns the work requires (Conway's Law), not by reporting lines that are convenient for management.

Related Skills

• strategy-frameworks — CEO-side strategic direction, competitive analysis, and shared decision frameworks
• technology-radar — CTO-side technology evaluation and architecture governance
• financial-modeling — CFO-side unit economics and SaaS metrics
• artifact-pyramids — output contract specification