Operating model
A working month with memory.
Urgency changes. The discipline does not: capture context, name the owner, move the work, and make the next state visible.
- 1
Intake
Capture the person, affected work, system, business impact, and decision authority.
- 2
Triage
Separate immediate help from planned work, vendor coordination, and decisions requiring discovery.
- 3
Action
Assign ownership, work within scope, and retain material context as the situation changes.
- 4
Review
Close the loop with an outcome, an open choice, or a clearly named follow-up owner.
At review
“What changed, what remains open, who owns the decision, and what should happen next?”
A useful review is a decision surface.
Leaders do not need a decorative control panel. They need material changes, recurring concerns, dependencies, and unresolved choices translated into a manageable conversation.
The seam is the handoff.
When work crosses from user to provider, provider to vendor, or technician to leadership, the context should cross with it.
See how transition is handled ↗Tell us where IT ownership is breaking down
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