🧭 Founder's Principles · BOS v1.7 · 🟢 Live
Three tests that sit underneath the operating system. They apply to every decision, feature, product, service and priority, and they apply to the founder first.
Asking them is part of every role at REMAP.
The founder's role, and strength, is translating business technology: constant conversations with business leaders and a fast supply of ideas. That is also the risk. Ideas generated quickly can pull the business off course without anyone meaning it to.
These three principles are the team's standing licence to pull it back. Use them in the Weekly Leadership Sync, in the issues segment, in a proposal review, or in a direct message.
Two things share a name and are not the same thing.
| What it means | |
|---|---|
| Good business: the craft | Going deep in a niche, becoming genuinely expert, and tackling problems in a proficient, capable and rigorous way. This is what clients pay for and what earns referrals. |
| Good business: the return | Trading the least effort, energy and resources for the most return. This is what keeps the company alive and funds the craft. |
❓ The test: "Is this good business, or good business?"
Ask it before a decision, an action, a feature, a product, a service or a new priority.
- If it is neither, stop.
- If it is one, know which, and be honest about what it costs the other.
From James Clear, Atomic Habits.
The greatest threat to success is boredom, not failure. Habits stop delighting us once they become ordinary, and that is exactly when we start chasing novelty and derail our own progress.
What it means here: the Weekly Leadership Sync, the scorecard, the roadmap cadence, the value loop and the bench rules will all become routine. That is the point. The moment they feel dull is the moment they are working. New ideas are welcome; replacing a working habit with a novel one because the habit got boring is not.
❓ The test: "Are we changing this because it stopped working, or because it stopped being interesting?"
KISS: Keep It Simple, Stupid. Or Einstein's version: everything should be made as simple as possible, but not simpler.
What it means here: a structure can be detailed if the step someone has to execute is simple: a lookup table and a checklist, not a judgement call. Complexity is allowed in the design, not in the doing. When a process, a proposal, a pricing model or an agent needs a paragraph to explain, it is not finished.
❓ The test: "What is the simplest version of this that still works?"
Raise it with the founder whenever and wherever it applies.
These are not limited to the founder. Reflect on them in your own seat:
Any team member may put any of the three questions to anyone, including the founder, at any time. The right answer to being asked is never irritation. It is an answer.
REMAP Business Operating System · Founder's Principles · v1.7 · Internal · Reviewed at each quarterly