Company Os
Roll out an EOS-style company operating system in 90 days with accountability charts and scorecards instead of boiling the ocean in week one.
Overview
Company Operating System is an agent skill most often used in Operate (also Grow, Build) that guides a 90-day incremental rollout of accountability charts, scorecards, and leadership operating rhythms.
Install
npx skills add https://github.com/alirezarezvani/claude-skills --skill company-osWhat is this skill?
- 90-day incremental implementation path with explicit warning against launching the full OS in week one
- Week 1–2 focus: accountability chart workshop (2–3 hours) plus scorecard setup for the leadership team
- Non-negotiable prerequisites: full leadership alignment, current-state audit, and a single OS owner (COO/CEO)
- Functions inventory spans sales, marketing, product, engineering, CS, finance, people, and operations
- Designed to replace ad-hoc meetings with a disciplined operating model once leadership commits
- 90-day implementation guide
- Week 1–2 accountability chart + scorecard
- 2–3 hour accountability chart workshop
Adoption & trust: 526 installs on skills.sh; 17.5k GitHub stars; 3/3 security scanners passed (skills.sh audits).
What problem does it solve?
Your team runs on informal owners, overlapping meetings, and inconsistent metrics, so every quarter feels reactive instead of accountable.
Who is it for?
Indie founders and small leadership teams (roughly 5–50 people) ready to commit to one OS owner and replace chaos with scorecard-driven accountability.
Skip if: Solo builders with no leadership team to attend workshops and L10-style meetings, or organizations where executives will not attend the operating cadence.
When should I use this skill?
You want to implement a company operating system, accountability chart, scorecard, or EOS-style leadership cadence incrementally.
What do I get? / Deliverables
After following the guide, leadership has a phased OS with clear function ownership, a living scorecard, and meeting habits they can sustain—then extend into the rest of the 90-day plan.
- Accountability chart for leadership functions
- Initial scorecard metric set
- 90-day phased implementation plan
Recommended Skills
Journey fit
Spans multiple journey phases - primary shelf plus alternate fits below.
Canonical shelf is Operate because the guide’s end state is how the company runs meetings, metrics, and ownership—not a one-off build artifact. Iterate fits ongoing operating rhythms (scorecard, L10s, OS maintenance) rather than a single launch or ship gate.
Where it fits
Stand up an OS owner and Week 1–2 accountability chart before adding more meeting layers.
Define scorecard metrics leadership reviews weekly instead of debating numbers in Slack.
Map product, engineering, and GTM functions on one chart before the next roadmap commit.
Audit who informally owns sales and CS before hiring so scope matches real gaps.
How it compares
Use instead of ad-hoc OKR docs and random meeting stacks when you want a procedural 90-day operating-system rollout, not a single automation script.
Common Questions / FAQ
Who is company-os for?
Founders and leadership teams at small SaaS or product companies who need shared accountability, metrics, and meeting discipline as they scale past a handful of people.
When should I use company-os?
Use it in Operate when you are stabilizing how the company runs; in Grow when you need a scorecard to compound metrics; and in Build/PM when you are clarifying who owns product, engineering, and GTM functions before shipping faster.
Is company-os safe to install?
It is procedural guidance with no built-in shell or network calls in the skill itself; review the Security Audits panel on this page before installing any repo skill in your agent environment.
SKILL.md
READMESKILL.md - Company Os
# Company Operating System — 90-Day Implementation Guide Don't implement everything at once. The fastest path to failure is trying to launch the full operating system in week one. Build incrementally. Let the team experience wins before adding complexity. --- ## Before You Start ### Prerequisites **Leadership alignment (non-negotiable):** Every member of the leadership team must understand why you're doing this and commit to running the system. One holdout destroys the whole model. If the CFO skips the L10 meetings, the system won't work. **Current state audit:** - What meetings currently exist? Which can be replaced? - Who owns which functions today? (Even informally) - What metrics are being tracked? (Even inconsistently) **Assign an OS owner:** One person is responsible for the implementation and ongoing maintenance of the operating system. Usually the COO or CEO (at smaller companies). This is not a committee job. --- ## Week 1–2: Accountability Chart + Scorecard ### Accountability Chart Workshop (Week 1) **Duration:** 2–3 hours, full leadership team **Step 1 — List all functions (30 min)** On a whiteboard, list every function the company performs: - Sales (inbound, outbound, partnerships) - Marketing (content, paid, brand) - Product (roadmap, design, research) - Engineering (frontend, backend, devops) - Customer success (onboarding, support, retention) - Finance (accounting, FP&A, legal) - People (recruiting, HR, culture) - Operations (processes, tools, facilities) **Step 2 — Assign owners (45 min)** For each function: "Who is the one person ultimately accountable?" Write their name. Rules: One name only. No joint ownership. One person can own multiple functions at small scale. **Step 3 — Identify gaps and overlaps (30 min)** - **Gaps:** Functions with no owner → Who should own them? Or do we need a hire? - **Overlaps:** Two people said they own the same thing → Resolve now, not later. **Step 4 — Publish and socialize (Week 2)** Share with the full company. Explain what an accountability chart is and isn't. "This is about clarity, not hierarchy. It tells everyone who to go to for each function." **Output:** A documented accountability chart. Use a simple tool (Miro, Google Slides, Ninety.io). --- ### Scorecard Design (Week 2) **Duration:** 90 minutes, leadership team **Step 1 — List candidate metrics (30 min)** Each leader lists 3–5 metrics they already track or wish they tracked. No filtering yet. **Step 2 — Filter to 5–15 (30 min)** Criteria: Is it measurable weekly? Does it tell us if the company is healthy? Does one person own it? Drop: metrics that are monthly only, metrics without a clear owner, metrics that measure activity not outcomes. **Step 3 — Set weekly targets (20 min)** For each metric: what's the weekly target? Not a range — a number. Red/yellow/green thresholds. **Step 4 — Assign owners (10 min)** Every metric has one owner who is responsible for reporting it weekly. **Output:** A scorecard document. 5–15 metrics, owner, target, weekly tracking column. **First scorecard run:** Week 2 or 3. It won't be perfect. That's fine. --- ## Week 3–4: Meeting Pulse (Start With L10) Don't start all the meetings at once. Start with the weekly L10. Replace existing leadership syncs. ### L10 Meeting Setup **Schedule:** Same day, same time, every week. Non-negotiable attendance. **Duration:** 90 minutes. No more, no less. **Facilitator:** Rotate or assign to COO/CEO. The facilitator keeps time and follows the agenda. **Fixed agenda:** 1. **Good news** (5 min) — One personal, one business from each person. No skipping. 2. **Scorecard review** (5 min) — Traffic light only. Red items go to the issues list. 3. **Rock review** (5 min) — Each person: "on track" or "off track." No justification needed at this step. 4. **Customer/employee headlines** (5 min) — One sentence each. No reports. 5. **Issues** (60 min) — IDS process. Prioritize the top 3–5 issues. Solve them. 6. **To-do review** (5 min) —