business-operations-skills

Top-level Business Operations router. Routes the inquiry to one of six BizOps sub-skills (process, vendor, capacity, comms, knowledge, procurement) and returns a digest. Invokes the business-operations-skills orchestrator (context: fork).

Model headcount + tooling capacity for ops teams (CX/Support/CS/BizOps/IT ops/Finance ops) using Erlang-C queueing math. Sizes the team around the bottleneck process-mapper found. NOT engineering capacity. Direct invocation of the capacity-planner skill.

Matt Pocock-style docs-anchored grilling for a BizOps plan or design. Walks the user's plan against the BizOps canon (Lean, Theory of Constraints, Gartner TPRM, DORA) one question at a time, recommends an answer per question, and refuses to invoke any sub-skill until the lane-defining decisions are locked. Use before running /cs:bizops on a fuzzy plan.

Internal-only change-management comms using ADKAR (Prosci) + Kotter's 8-step. NOT marketing (external) and NOT executive narrative strategy. Direct invocation of the internal-comms skill.

Company SOP + runbook authoring with 5W2H completeness checks. NOT personal PKM (that's llm-wiki). NOT engineering-specific runbooks. Direct invocation of the knowledge-ops skill.

Process-obsessed BizOps lead. Routes internal-operations inquiries (process / vendor / capacity / comms / SOP / procurement) to the right sub-skill via the business-operations-skills orchestrator. Forks context to keep heavy ingestion (vendor catalogs, process transcripts, multi-doc SOPs) out of the parent thread. Signature forcing question — "Where does the work spend most of its time waiting?"

Use when running, diagnosing, or designing internal business operations — process documentation, vendor SLAs, capacity planning, internal comms, SOP/runbook authoring, procurement spend. Triggers on "BizOps review", "where's the bottleneck", "vendor health", "internal SOP", "all-hands deck", "spend categorization", "capacity for Q3", "process mapping". Forks context to route to one of six BizOps sub-skills (process-mapper, vendor-management, capacity-planner, internal-comms, knowledge-ops, procurement-optimizer) and returns a digest. Distinct from business-growth (external sales motion) and c-level-advisor (strategic, not operational).

Use when an ops leader (Director of CX, Head of Support, VP Ops, Head of BizOps, Head of IT ops, Head of Finance ops) is sizing ops capacity, building a headcount plan, modeling utilization risk, planning Q3 capacity or annual support capacity, or designing CS coverage — and needs Erlang-C queueing math, P90 demand sizing, shrinkage-adjusted FTE, manager-trigger thresholds, and a quarterly hiring sequence with ramp + attrition. Apply when sustained team utilization is above 80% or when the team is growing >50% in 12 months. Run before committing the headcount budget. This is NOT engineering capacity (see vpe-advisor for DORA + cycle time) and NOT strategic 3-year workforce planning (see chro-advisor).

Use when a Head of People Ops, BizOps lead, or Internal Communications owner needs to draft and sequence an internal-only change-management communication — a re-org announcement, a tool rollout, a policy change, a benefit change, a leadership transition, a layoff, an acquisition close, or an internal product launch — and the audience is employees (not customers). Triggers on "all-hands announcement", "town-hall script", "change comms", "internal newsletter", "rollout comms", "policy change announcement", "re-org announcement", "internal FAQ", "manager talking points", "Prosci ADKAR", "Kotter 8-step", "layoff comms", "RIF comms", "internal memo". Pairs Prosci ADKAR (Awareness / Desire / Knowledge / Ability / Reinforcement) and Kotter's 8-step change model with deterministic stdlib-only Python tools to produce a sequenced touchpoint calendar, a Kotter-compliant primary announcement, an audience-segmented FAQ, and manager cascade talking points. Industry-tuned via --profile {tech-startup, scaleup, enterprise, public-company, non-profit}. Distinct from marketing-skill/* (external/customer-facing), c-level-advisor/internal-narrative (strategic framing, not tactical drafts), and c-level-advisor/change-management (executive change strategy, not the comms package itself).

Use when a Head of Ops, Knowledge Manager, or TPM-Internal needs to author, validate, or clean up company SOPs and internal runbooks (procurement intake, vendor offboarding, incident-comms cascade, employee onboarding, expense reimbursement, system-access provisioning, customer-escalation playbook) — including 5W2H completeness checks (Who-What-When-Where-Why-How-HowMuch), cross-link and orphan-page validation across a sprawling Notion/Confluence/Obsidian wiki, KB ingestion + hygiene reporting, ops onboarding doc generation, and runbook step verification (named owner, expected duration, observable success signal, rollback path, escalation contact). Pairs Kaoru Ishikawa's 5W2H method, Atul Gawande's *The Checklist Manifesto*, ISO 9001, ITIL v4 Service Operation, FDA 21 CFR Part 211, and Google SRE Workbook runbook discipline with deterministic stdlib-only Python tools that score completeness, detect anti-patterns, and emit prioritized cleanup lists. Distinct from `engineering/llm-wiki` (Karpathy-style personal PKM second brain), `engineering-team/runbook-generator` (system-ops production debugging runbook), `project-management/*` (Jira/Confluence delivery + ticket tracking), and sibling `business-operations/process-mapper` (BPMN process *design*, while knowledge-ops is process *documentation*).

Use when a BizOps lead, COO, or process-improvement owner needs to document an end-to-end business process (procurement, employee onboarding, incident handoff, customer-onboarding, claims adjudication) in BPMN-style notation, measure cycle times by stage, surface where work spends most of its time waiting vs. being worked, and quantify the gap between processing time and total elapsed time. Pairs Lean / Six Sigma / Theory-of-Constraints canon with deterministic stdlib-only Python tools to produce a process map, a ranked bottleneck list (with severity + root-cause hypothesis), and a cycle-time analysis (P50, P90, value-add ratio, Little's-Law throughput). Distinct from sales-pipeline, system-reliability (SLO), and strategic-OKR work — this is tactical process documentation for internal operations.