company-os

name	company-os
description	Meta-framework for how a company runs -- the connective tissue between C-suite roles (EOS, Scaling Up, OKR-native). Use when setting up company operations, selecting a management framework, designing meeting rhythms, or implementing OKRs.
license	MIT + Commons Clause
metadata	{"version":"2.0.0","author":"borghei","category":"c-level","domain":"company-operations","updated":"2026-03-09T00:00:00.000Z","frameworks":["os-comparison","accountability-chart","scorecard-design","meeting-pulse","ids-resolution","rocks-framework","communication-cadence"],"triggers":["operating system","company OS","EOS","Scaling Up","Rockefeller Habits","OKR","OKRs","L10 meeting","rocks","scorecard","accountability chart","issues list","IDS","meeting pulse","quarterly planning","weekly scorecard","management framework","company rhythm","traction","meeting cadence","weekly meeting","annual planning"]}

Company Operating System

The operating system is the collection of tools, rhythms, and agreements that determine how the company functions. Every company has one -- most just do not know what it is. Making it explicit makes it improvable.

Keywords

operating system, EOS, Entrepreneurial Operating System, Scaling Up, Rockefeller Habits, OKR, Holacracy, L10 meeting, rocks, scorecard, accountability chart, issues list, IDS, meeting pulse, quarterly planning, weekly scorecard, management framework, company rhythm, traction, annual planning, communication cadence

---

Clarify First

Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:

• Company size and stage — the framework recommendation (EOS / Scaling Up / OKR-native / Holacracy) and implementation timeline are driven primarily by headcount
• What is actually broken (no scorecard, misaligned priorities, recurring unresolved issues, meeting overload) — determines which of the six components to build first
• Founder operating style (operational vs. visionary) and whether the company is engineering-led or sales-led — tips the framework choice within a given size band
• What rhythms and metrics already exist — so the new OS replaces meetings rather than stacking on top and causing meeting fatigue

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

---

Operating System Selection

Decision Tree

START: "Which operating system?"
  |
  v
[Company size?]
  |
  +-- 10-50 people
  |     |
  |     v
  |   [Is the founder operational or visionary?]
  |     |
  |     +-- Operational --> EOS / Traction (structured, simple)
  |     +-- Visionary --> Scaling Up (ambitious, strategy-heavy)
  |
  +-- 50-200 people
  |     |
  |     v
  |   [Engineering-led or sales-led?]
  |     |
  |     +-- Engineering-led --> OKR-native (hypothesis-driven)
  |     +-- Sales-led --> Scaling Up or EOS (execution-focused)
  |
  +-- 200+ people
  |     |
  |     v
  |   [High autonomy or high alignment needed?]
  |     |
  |     +-- High autonomy --> Holacracy (only if patient)
  |     +-- High alignment --> Custom hybrid (best of EOS + OKR)
  |
  +-- Not sure --> Start with EOS. It is the simplest to implement.

Framework Comparison Matrix

Feature	EOS	Scaling Up	OKR-Native	Holacracy
Complexity	Low	Medium	Medium	High
Implementation time	30-90 days	90-180 days	60-120 days	6-12 months
Best company size	10-250	50-500	20-500	50-300
Goal framework	Rocks (binary)	OKRs + Priorities	OKRs (graded)	Roles + accountabilities
Meeting cadence	Weekly L10	Daily huddle + weekly	Weekly + quarterly	Governance + tactical
Issue resolution	IDS	Keep/Kill/Combine	Retrospective	Governance process
Accountability	Accountability chart	Function accountability	OKR ownership	Role-based
Scorecard	Weekly numbers	Weekly KPIs	Quarterly KRs	Metrics per role
Strengths	Simple, fast to implement	Rigorous, strategy-heavy	Flexible, tech-friendly	Distributed authority
Weaknesses	Can feel rigid	Complex, requires discipline	Can drift without structure	Steep learning curve

---

The Six Core Components

Every effective operating system has these six, regardless of framework:

Component 1: Accountability Chart

Not an org chart. An accountability chart answers: "Who owns this outcome?"

Design Principles

Principle	Implementation
Single ownership	One person owns each function. Multiple may work in it.
Explicit gaps	Functions nobody owns are identified and assigned.
No overlap	If two people think they own it, neither does. Resolve immediately.
Stage-appropriate	One person can own multiple seats early. Be explicit about it.
Quarterly review	Ownership shifts as company grows. Review every quarter.

Accountability Chart Template

CEO
  |
  +-- Revenue (CRO/VP Sales)
  |     +-- Inbound pipeline
  |     +-- Outbound pipeline
  |     +-- Customer success
  |
  +-- Product & Engineering (CTO/CPO)
  |     +-- Product roadmap
  |     +-- Engineering delivery
  |     +-- Technical operations
  |
  +-- Operations (COO)
  |     +-- Finance & legal
  |     +-- People operations
  |     +-- Business operations
  |
  +-- Marketing (CMO/VP Marketing)
        +-- Demand generation
        +-- Brand & content
        +-- Product marketing

Workshop Protocol (2 hours)

Step 1: List all functions the company performs (30 min)
Step 2: Assign ONE owner per function (30 min)
Step 3: Identify gaps (functions nobody owns) (15 min)
Step 4: Identify overlaps (2+ people claiming ownership) (15 min)
Step 5: Resolve gaps and overlaps (20 min)
Step 6: Publish and communicate (10 min)

Component 2: Scorecard

Weekly metrics that tell you if the company is on track. Not monthly. Not quarterly. Weekly.

Scorecard Rules

Rule	Rationale
5-15 metrics maximum	More than 15 = nothing gets attention
Each metric has an owner	Ownership drives accountability
Each metric has a weekly target	Not a range -- a specific number
Red/Yellow/Green status	Not paragraphs -- traffic lights
Only Red metrics get discussion	Green = no discussion needed in meeting

Example Scorecard

Metric	Owner	Target	Week	Status
New MRR	CRO	$50K	$43K	[R]
Logo churn	CS Lead	< 1%	0.8%	[G]
Active users	CPO	2,000	2,150	[G]
Deployments	CTO	3/week	3	[G]
Critical bugs open	CTO	0	2	[R]
Runway	CFO	> 18mo	16mo	[Y]
Offer acceptance	CHRO	> 85%	90%	[G]

Component 3: Meeting Pulse

Full Meeting Rhythm

Meeting	Frequency	Duration	Who	Purpose
Daily standup	Daily	15 min	Each team	Blockers only
L10 / Leadership sync	Weekly	90 min	Leadership team	Scorecard + issues
Department review	Monthly	60 min	Dept + leadership	Deep dive on dept metrics
Quarterly planning	Quarterly	1-2 days	Leadership	Set rocks, review strategy
Annual planning	Annual	2-3 days	Leadership	1-year + 3-year vision

L10 Meeting Agenda (Weekly Leadership)

Segment	Duration	Activity
Good news	5 min	Personal + business wins
Scorecard review	5 min	Flag red items only
Rock review	5 min	On/off track for each rock
Customer/employee headlines	5 min	Notable events
Issues list (IDS)	60 min	Identify, Discuss, Solve
To-dos review	5 min	Last week's commitments: done or not?
Conclude	5 min	Rate meeting 1-10, what would make it 10 next time

Component 4: Issue Resolution (IDS)

Maximum 15 minutes per issue. This is the core problem-solving loop.

IDENTIFY: What is the actual issue? (One sentence, root cause, not symptom)
  |
DISCUSS: Relevant facts + perspectives. Time-boxed.
  |       When discussion starts repeating, STOP.
  |
SOLVE: One owner. One action. One due date. Written down.

IDS Anti-Patterns

Anti-Pattern	Why It Fails	Fix
"Let's take this offline"	Things taken offline rarely get resolved	Solve it now or put it on next week's list
Discussing without deciding	Great discussion, no action item = wasted	Every discussion must end with a decision
Revisiting decided issues	Undermines the system	Once solved, off the list. Reopen only with new data.
Issue on list 3+ meetings	Either not real or too scary to address	Force it: address this week or remove it
Multiple issues conflated	Impossible to solve a bundled problem	One issue per entry. Separate if needed.

Component 5: Rocks (90-Day Priorities)

Rock Rules

Rule	Rationale
3-7 per person maximum	More than 7 = none get done
3-7 company-level rocks	Shared leadership priorities
Binary status: done or not done	No "60% complete"
Set at quarterly planning	Reviewed weekly (on/off track)
Not a to-do list	Rocks take 90 days of sustained work

Good vs. Bad Rocks

Bad Rock	Why	Good Rock
"Improve sales process"	Not measurable or specific	"Implement CRM with pipeline stages and reporting by Mar 31"
"Hire more engineers"	No target, no deadline	"Hire 3 senior engineers with offers accepted by Apr 15"
"Reduce churn"	No target	"Reduce monthly logo churn from 3% to 1.5% by end of Q2"
"Get better at communication"	Not observable	"Ship weekly company update every Friday for 12 weeks"

Component 6: Communication Cadence

Audience	What	When	Format
All employees	Company update	Monthly	Written + Q&A
All employees	Quarterly results + priorities	Quarterly	All-hands meeting
Leadership team	Scorecard	Weekly	Dashboard
Board	Company performance	Monthly or quarterly	Board memo/deck
Investors	Key metrics + narrative	Monthly or quarterly	Investor update
Customers	Product updates	Per release	Release notes

Default rule: If deciding whether to share internally, share it. Under-communication always costs more than over-communication.

---

Implementation Roadmap

30-Day Quick Start

Week	Activity	Time Investment
1	Build accountability chart	2-hour workshop
2	Define 5-10 weekly scorecard metrics	1-hour alignment session
3	Start weekly L10 meeting	90 min/week (ongoing)
4	Set first round of 90-day rocks	Half-day planning session

These four alone improve coordination more than most companies achieve in a year.

90-Day Full Implementation

Month	Focus	Deliverables
1	Foundation	Accountability chart, scorecard, L10 meetings
2	Depth	Rocks defined, issues list active, daily standups
3	Cadence	Full meeting rhythm, communication cadence, first quarterly review

---

Common Failure Modes

Failure	Symptom	Fix
Partial implementation	"We do OKRs but skip check-ins"	Half an OS is worse than none. Commit to the full system.
Meeting fatigue	Added rhythm on top of existing meetings	Replace meetings, do not add them
Metric overload	30 KPIs because "they all matter"	Start with 5. Add only when cadence is established.
Rock inflation	12 rocks per person	Hard limit: 7 per person, 7 for the company.
Leader non-compliance	Leadership skips L10 or ignores IDS	The OS mirrors leadership respect. Leaders go first.
No quarterly review	Annual goals checked at year-end	Quarterly is the minimum review cycle.
Scorecard without targets	Tracking numbers without thresholds	Every metric needs a target to be actionable.

---

Red Flags

• Five team leads give different answers when asked "What are the top 3 company priorities?" -- alignment failure
• Same issue on the issues list for 4+ weeks -- avoidance or structural problem
• No weekly scorecard exists -- flying blind
• Rocks set but never reviewed weekly -- goals without accountability
• Accountability chart has not been updated in 6+ months -- reality has drifted
• Meetings consistently end without decisions -- meeting design problem
• Communication is all top-down, never bottom-up -- feedback loop broken

---

Integration with C-Suite

Role	OS Dependency
CEO (ceo-advisor)	Sets vision that feeds 1-year plan and rocks
COO (coo-advisor)	Owns meeting pulse and issue resolution cadence
CFO (cfo-advisor)	Owns financial metrics in the scorecard
CTO (cto-advisor)	Owns engineering rocks and tech scorecard metrics
CHRO (chro-advisor)	Owns people metrics (attrition, hiring velocity)
Culture Architect (culture-architect)	Culture rituals integrate into meeting pulse
Strategic Alignment (strategic-alignment)	Validates team rocks cascade from company rocks
Change Management (change-management)	New OS rollout follows ADKAR model

---

Output Artifacts

Request	Deliverable
"Set up our operating system"	Framework recommendation + 30-day implementation plan
"Design our meeting cadence"	Full meeting rhythm with agendas and owners
"Build our scorecard"	5-15 metrics with owners, targets, and thresholds
"Help with quarterly planning"	Planning session agenda + rock-setting framework
"Fix our accountability"	Accountability chart workshop + gap/overlap analysis
"We keep discussing the same issues"	IDS training + issues list audit

---

Tool Reference

scorecard_builder.py

Builds and tracks weekly company scorecards with RAG status, trend analysis, and IDS-ready issue lists for L10 meetings.

# Run with demo data
python scripts/scorecard_builder.py

# From JSON with metrics and rocks
python scripts/scorecard_builder.py --input scorecard.json

# JSON output
python scripts/scorecard_builder.py --json

rocks_tracker.py

Tracks 90-day company and individual rocks with binary status, blocker identification, and owner accountability.

# Run with demo data
python scripts/rocks_tracker.py

# Specify quarter
python scripts/rocks_tracker.py --quarter Q2

# From JSON
python scripts/rocks_tracker.py --input rocks.json

# JSON output
python scripts/rocks_tracker.py --json

meeting_pulse_designer.py

Designs company meeting rhythms, validates meeting load, identifies redundancies and gaps, and generates L10 agenda templates.

# Run with demo meetings
python scripts/meeting_pulse_designer.py

# Specify team size
python scripts/meeting_pulse_designer.py --team-size 50

# From JSON with current meetings
python scripts/meeting_pulse_designer.py --input meetings.json

# JSON output
python scripts/meeting_pulse_designer.py --json

---

Troubleshooting

Problem	Likely Cause	Fix
Five team leads give different answers about top 3 priorities	Alignment failure -- rocks not cascaded or not reviewed weekly	Re-run quarterly planning; review rocks weekly in L10; publish company priorities visibly
Same issue on the issues list for 4+ weeks	Avoidance or structural problem too scary to address	Force it: address this week or permanently remove; escalate if needed
Scorecard has 30+ KPIs	Metric overload -- nothing gets attention	Cut to 5-10 metrics. Only the ones that tell you if the company is on track.
Rocks set but never reviewed	Goals without accountability; L10 meeting not happening	Weekly L10 is non-negotiable; 5 minutes on rocks review every week
Leadership team skips L10 or ignores IDS	Leader non-compliance destroys the OS	CEO must enforce: leaders go first. If CEO skips, the OS dies.
Meetings added on top of existing meetings	Meeting fatigue from accumulation	Replace meetings, don't add them. Audit meeting inventory; eliminate redundancies

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Success Criteria

• Weekly L10 meeting happens every week with 90%+ leadership attendance (no exceptions for 12+ consecutive weeks)
• Scorecard reviewed weekly with red metrics discussed using IDS format (zero red metrics ignored)
• 70%+ of quarterly rocks completed as binary done/not-done by end of quarter
• Issues list: average issue resolved within 2 meetings (no issue lingers 4+ weeks)
• All team leads can articulate top 3 company priorities identically (tested quarterly)
• Meeting hours per person per week below 10 hours (measured via meeting_pulse_designer.py)
• Accountability chart reviewed and updated quarterly with zero unowned functions

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Scope & Limitations

In Scope: Operating system selection (EOS, Scaling Up, OKR, Holacracy), accountability charts, weekly scorecards, meeting pulse design, IDS issue resolution, 90-day rocks, communication cadence, implementation roadmap.

Out of Scope: OKR software configuration, project management tool setup, Agile/Scrum methodology, sprint planning, product backlog management, HR policy development.

Limitations: Scorecard builder calculates RAG from provided data but cannot source live metrics from business systems. Rocks tracker uses manual status updates -- it cannot automatically detect completion. Meeting pulse designer provides recommendations based on team size and meeting inventory but cannot account for company-specific cultural norms. Framework comparison is directional -- actual implementation success depends on leadership commitment.

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Integration Points

Skill	Integration
ceo-advisor	CEO sets vision that feeds 1-year plan and rocks
coo-advisor	Owns meeting pulse and issue resolution cadence
cfo-advisor	Financial metrics in the weekly scorecard
cto-advisor	Engineering rocks and tech scorecard metrics
chro-advisor	People metrics (attrition, hiring velocity) in scorecard
culture-architect	Culture rituals integrate into meeting pulse
strategic-alignment	Validates team rocks cascade from company rocks
change-management	New OS rollout follows ADKAR model for adoption
chief-of-staff	Orchestrates quarterly planning sessions and L10 follow-up