The RunOlga model
How RunOlga's pieces fit together: vision, people, data, priorities, issues, processes, and the weekly rhythm that ties them.
Phase 1 + roadmap
RunOlga organizes the day-to-day operations of a leadership team into a small set of connected building blocks. The model is built on the EOS operating model (the "Traction" framework): a shared direction, the right people in the right seats, a short list of measurables, a quarterly focus, a weekly meeting rhythm, a clear way to work problems, and documented core processes. Each block has its own page; this page shows how they fit together. For the screens where the blocks are worked, see The platform.
The building blocks
| Component | RunOlga term (EOS term) | Purpose | Phase |
|---|---|---|---|
| Vision | Vision (V/TO) | The shared, long-horizon direction the team is steering by. | Phase 1 |
| Accountability Chart | Seats / the Accountability Chart (Accountability Chart) | The roles and what each one is accountable for. | Phase 1 |
| Priorities and Tasks | Priorities and Tasks (Rocks and To-Dos) | Quarterly objectives broken into short-horizon, scheduled action. | Phase 1 |
| Metrics | Metrics / the Scorecard (Scorecard) | A short list of measurables, owned by seat. | Phase 1 |
| Issues | Issues (Issues List) | The open-problems list, worked to resolution. | Phase 1 |
| Processes | Processes (Core Processes) | The handful of documented, repeatable ways the org works. | Phase 1 |
| Pulse meetings | Pulse meeting (Level 10 Meeting) | The standing 90-minute leadership meeting, run inside RunOlga. | Phase 1 |
| People reviews | People reviews / 1-on-1s (Quarterly Conversations + People Analyzer / GWC) | Recurring reviews that keep the right people in the right seats. | Roadmap — Phase 3 |
| Knowledge base | Knowledge base | The organization's reference material in one place. | Phase 1 |
The rhythm
The blocks are not a flat list; they connect over time, at different cadences.
Annual and longer — direction. Vision sets where the organization is going: the mission, Core Values, and the 10-, 3-, and 1-year visions. It is the slowest-moving block and the one everything else points back to. The Vision lives in RunOlga in Phase 1, with edit history and a reminder when it hasn't been reviewed in over a year.
Standing — who owns what. The Accountability Chart assigns each seat and what it is accountable for. It changes when the structure changes, not on a fixed cadence, and it is what makes every other block ownable: a Priority has an owner, a Metric has an owner, an Issue lands with a seat.
Quarterly — focus. Priorities turn the Vision into a 90-day focus: a short list of objectives, each owned by a seat. Setting Priorities every quarter is how long-horizon direction becomes near-term commitment.
Weekly — action and pulse. Tasks break each Priority into short-horizon action items with specific days and times, visible in the Planner and on To-Do lists, so a quarterly objective is always reduced to something doable this week. In parallel, Metrics track the weekly pulse — a handful of measurables that show whether the team is on track, entered weekly by their owners and reviewed at the pulse meeting.
As they arise — what is in the way. Issues capture the open problems, blockers, and decisions the team needs to make. They are raised whenever they come up and worked at the pulse meeting — the standing 90-minute leadership meeting where the team reviews Metrics and Priorities, then works the issues list to resolution. In Phase 1 the pulse meeting runs inside RunOlga: live agenda, notes, decisions, and action items captured, with action items landing on To-Do lists.
Continuous — how work is done, and who does it. Processes document the repeatable ways the organization works, so the right way is written down rather than held in someone's head. People reviews keep the right people in the right seats on a recurring rhythm — that block is Roadmap — Phase 3.
Put together: the Vision points the way, the Accountability Chart says who owns what, Priorities turn direction into a quarterly focus, Tasks turn that focus into scheduled weekly work, Metrics show the weekly pulse, Issues surface what is in the way and get worked at the pulse meeting, Processes document the repeatable how, and People reviews (when they arrive) keep the right people in the right seats.
Where Olga fits
Olga is the assistant across all of it — the same thoughtful partner in every seat. What she does today is deliberately narrow.
In Phase 1, Olga helps you:
- Capture four record types — Priorities, Issues, Processes, and Metrics — through conversation instead of forms, writing nothing until you confirm. See conversational data entry.
- Retrieve the current state of the organization, grounded and scoped to your permissions. See basic retrieval.
- Clarify incomplete or ambiguous entries during setup. See setup clarification.
- Decompose and schedule — turn a Priority into a proposed set of Tasks with owners, estimated hours, and specific days and times, which land in the Planner once you approve. See priority-to-task decomposition.
In Phase 1 she prepares, proposes, surfaces, and captures. She does not decide or recommend.
The fuller "Olga on everything" — recognizing patterns across history, preparing pre-meeting briefings, assessing whether priorities are realistic, and guiding people decisions — arrives across Phases 2 and 3. See Scope and roadmap for what is live today and what is still ahead.