@soulcraft/kits 1.0.0

package/kits/organization-chart/skills/org-design/SKILL.md

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+---
+name: org-design
+description: Background expertise in organizational structure and design best practices
+type: background
+version: "1.0.0"
+---
+
+## Organizational Design Expertise
+
+You have expertise in organizational structure and design principles. Apply these when helping users create and analyze organization charts.
+
+### Organizational Structures
+
+**Functional Structure**
+```
+        CEO
+    _____|_____
+   |    |    |
+ Sales  Eng  Ops
+```
+- Grouped by function/specialty
+- Clear expertise areas
+- Efficient within function
+- Can create silos
+
+**Divisional Structure**
+```
+        CEO
+    _____|_____
+   |    |    |
+Prod A Prod B Prod C
+ |S|E|O|S|E|O|S|E|O|
+```
+- Grouped by product/market/region
+- Self-contained units
+- Customer focused
+- May duplicate functions
+
+**Matrix Structure**
+```
+        CEO
+    _____|_____
+   |    |    |
+Sales  Eng  Ops
+   \   / \   /
+    \ /   \ /
+  Project Teams
+```
+- Dual reporting lines
+- Cross-functional collaboration
+- Complex communication
+- Can cause confusion
+
+**Flat Structure**
+```
+      CEO
+  _____|_____
+ |  |  |  |  |
+All team members
+```
+- Few management layers
+- Fast decisions
+- High autonomy
+- Hard to scale
+
+**Network/Hybrid**
+- Combinations of above
+- Adapted to specific needs
+- Flexible boundaries
+
+### Span of Control
+
+**Definition**: Number of direct reports per manager
+
+**Typical Ranges**
+- Executive level: 5-7
+- Middle management: 5-10
+- Operational/routine: 10-20
+
+**Factors Affecting Span**
+- Task complexity
+- Employee experience
+- Geographic distribution
+- Required coordination
+- Manager capacity
+
+### Organizational Layers
+
+**Fewer Layers (Flat)**
+- Faster communication
+- More autonomy
+- Less career ladder
+- Works for small/simple
+
+**More Layers (Tall)**
+- Clear hierarchy
+- More oversight
+- Slower decisions
+- Career progression path
+
+**Rule of Thumb**
+- 7-8 layers max for most organizations
+- Question any layer that doesn't add value
+
+### Reporting Relationships
+
+**Solid Line (Direct Report)**
+- Primary accountability
+- Performance management
+- Day-to-day direction
+
+**Dotted Line (Indirect)**
+- Functional guidance
+- Project-based
+- No hire/fire authority
+- Coordination role
+
+### Common Structures by Type
+
+**Startup (5-20 people)**
+- Flat structure
+- Founder-led
+- Multi-functional roles
+- Informal reporting
+
+**Growth Stage (20-100)**
+- Functional teams forming
+- First management layer
+- Specialists emerging
+- Process introduction
+
+**Established (100-500)**
+- Clear departments
+- Middle management
+- Defined roles
+- More process
+
+**Enterprise (500+)**
+- Multiple divisions
+- Many management layers
+- Specialized functions
+- Formal governance
+
+### Roles vs. People
+
+**Best Practice**
+- Design for roles first
+- Then fit people
+- Roles can have multiple holders
+- People can have multiple roles
+
+**Common Mistakes**
+- Designing around current people
+- Titles without defined roles
+- Gaps in accountability
+- Overlapping responsibilities
+
+### Signs of Poor Design
+
+**Structural Problems**
+- Unclear reporting lines
+- Too many layers
+- Spans too wide/narrow
+- Important functions missing
+
+**Behavioral Symptoms**
+- Decisions stuck
+- Finger pointing
+- Duplicated work
+- Communication breakdowns
+- Talent leaving
+
+### Design Principles
+
+**Clarity**
+- Clear accountability
+- Understood boundaries
+- Known escalation paths
+
+**Alignment**
+- Structure supports strategy
+- Incentives match structure
+- Information flows where needed
+
+**Adaptability**
+- Can evolve with growth
+- Handles change
+- Not over-engineered

package/kits/organization-chart/skills/org-health-check/SKILL.md

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+---
+name: Organization Health Check
+description: Review org structure for common issues
+type: invocable
+version: "1.0.0"
+---
+
+## Organization Health Check
+
+Review org structure for common issues
+
+### Steps
+
+1. Check for single points of failure (one person in critical roles)
+2. Analyze span of control distribution
+3. Count management layers (ideal: <5)
+4. Identify orphan roles (unclear reporting)
+5. Check for circular reporting (should be none)
+6. Review title consistency
+7. Assess cross-team collaboration patterns
+8. Identify gaps in succession planning
+9. Generate health report with recommendations
+
+### Expected Outputs
+
+- Org health report
+- Recommendations for improvement
+
+### When to Use
+
+This workflow is helpful when the user mentions:
+- "org health"
+- "review structure"
+- "org issues"
+- "check organization"

package/kits/organization-chart/skills/plan-reorg/SKILL.md

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+---
+name: Plan Reorganization
+description: Plan an organizational restructure
+type: invocable
+version: "1.0.0"
+parameters: [reason]
+---
+
+## Plan Reorganization
+
+Plan an organizational restructure
+
+### Steps
+
+1. Document current state org structure
+2. Identify drivers for change (growth, strategy shift, etc.)
+3. Define goals for the new structure
+4. Design proposed new structure
+5. Identify role changes (new, eliminated, changed)
+6. Map people to new roles
+7. Plan communication strategy
+8. Create transition timeline
+9. Identify risks and mitigations
+10. Prepare FAQ for team questions
+
+### Inputs Required
+
+- **reason** (required): Why is the reorg needed?
+
+### Expected Outputs
+
+- Current state document
+- Future state design
+- Transition plan
+
+### When to Use
+
+This workflow is helpful when the user mentions:
+- "reorganization"
+- "restructure"
+- "reorg"
+- "change structure"

package/kits/organization-chart/skills/role-definition/SKILL.md

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+---
+name: role-definition
+description: Define clear roles and responsibilities within organizational structures
+type: invocable
+version: "1.0.0"
+---
+
+## Role Definition Skill
+
+When the user invokes `/roles`, help them define clear roles and responsibilities for positions in their organization.
+
+### Invocation Patterns
+
+- `/roles [position]` - Define specific role
+- `/roles team [team]` - Define roles for entire team
+- `/roles compare` - Compare similar roles for clarity
+- `/roles raci` - Create RACI matrix
+
+### Role Definition Components
+
+**Core Elements**
+- Title
+- Purpose/Mission
+- Key responsibilities
+- Authority/Decision rights
+- Success metrics
+- Required skills
+- Reporting relationships
+
+### Output Format
+
+```markdown
+## Role Definition: [Title]
+
+### Role Overview
+**Title**: [Official title]
+**Department**: [Department/Team]
+**Reports To**: [Manager title]
+**Direct Reports**: [Number and types]
+
+### Purpose
+[One paragraph describing why this role exists and its core mission]
+
+### Key Responsibilities
+
+#### Primary (70% of time)
+1. **[Responsibility Area]**
+   - [Specific task/activity]
+   - [Specific task/activity]
+   - [Deliverable/outcome expected]
+
+2. **[Responsibility Area]**
+   - [Specific task/activity]
+   - [Deliverable/outcome expected]
+
+#### Secondary (20% of time)
+3. **[Responsibility Area]**
+   - [Specific task/activity]
+
+#### Occasional (10% of time)
+4. **[Responsibility Area]**
+   - [Specific task/activity]
+
+### Decision Authority
+
+**This role CAN decide**:
+- [Decision type 1]
+- [Decision type 2]
+- Up to $[amount] spend authority
+
+**This role MUST escalate**:
+- [Decision type requiring approval]
+- [Decision type requiring approval]
+
+### Success Metrics
+| Metric | Target | Measurement |
+|--------|--------|-------------|
+| [Metric 1] | [Target] | [How measured] |
+| [Metric 2] | [Target] | [How measured] |
+
+### Interfaces
+
+**Works Closely With**:
+| Role | Interaction Type | Frequency |
+|------|-----------------|-----------|
+| [Role] | [Collaboration type] | [Daily/Weekly] |
+
+**External Relationships**:
+- [External party]: [Nature of relationship]
+
+### Requirements
+
+**Required**:
+- [X] years experience in [area]
+- [Skill/qualification]
+- [Skill/qualification]
+
+**Preferred**:
+- [Nice-to-have skill]
+- [Nice-to-have experience]
+
+### Career Path
+- **From**: [Typical previous roles]
+- **To**: [Typical next roles]
+
+### Notes
+[Any additional context or special circumstances]
+```
+
+### RACI Matrix
+
+**Definitions**
+- **R**esponsible: Does the work
+- **A**ccountable: Ultimately answerable (only one per task)
+- **C**onsulted: Input before decision
+- **I**nformed: Told after decision
+
+```markdown
+### RACI Matrix: [Process/Project]
+
+| Activity | [Role A] | [Role B] | [Role C] | [Role D] |
+|----------|----------|----------|----------|----------|
+| [Activity 1] | R | A | C | I |
+| [Activity 2] | C | R | A | I |
+| [Activity 3] | I | I | R | A |
+```
+
+### Common Role Problems
+
+**Overlap Issues**
+- Same responsibility assigned to multiple roles
+- Solution: Clarify who is R vs C
+
+**Gap Issues**
+- Important tasks not assigned
+- Solution: Map all activities to roles
+
+**Authority Mismatches**
+- Responsibility without authority
+- Solution: Align decision rights
+
+**Unclear Escalation**
+- Unknown who decides edge cases
+- Solution: Define escalation paths
+
+### Role Comparison
+
+When roles seem similar:
+
+```markdown
+### Role Comparison: [Role A] vs [Role B]
+
+| Dimension | [Role A] | [Role B] |
+|-----------|----------|----------|
+| Focus | [Primary focus] | [Primary focus] |
+| Scope | [Geographic/functional] | [Geographic/functional] |
+| Seniority | [Level] | [Level] |
+| Authority | [Limits] | [Limits] |
+| Key Difference | [Distinguishing feature] |
+```
+
+### Tips for Good Role Definitions
+
+**Be Specific**
+- "Manages budget" → "Manages $500K annual budget, approves expenses up to $10K"
+- "Communicates with stakeholders" → "Presents monthly status to steering committee"
+
+**Focus on Outcomes**
+- What results, not just activities
+- Measurable where possible
+
+**Right Level of Detail**
+- Enough to be useful
+- Not so detailed it's rigid
+- Leave room for judgment
+
+**Living Document**
+- Review annually
+- Update with org changes
+- Get role-holder input