[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"skill:01M6MFJ2MCFP8PDYY517Y18AA4":3,"skill-same:01M6MFJ2MCFP8PDYY517Y18AA4":70},{"skillNo":4,"name":5,"nameZh":6,"description":7,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":15,"categories":16,"keywords":17,"publishedAt":38,"linkOnly":39,"markdownContent":40,"markdownBody":41,"frontMatter":42,"refName":50,"commitSha":51,"skillDirectory":52,"forksCount":13,"repositoryHtmlUrl":53,"repositoryHomepageUrl":6,"ownerHtmlUrl":54,"ownerBlogUrl":6,"ownerDescription":6,"updatedAt":55,"install":56,"resources":69},"01M6MFJ2MCFP8PDYY517Y18AA4","company-os",null,"The meta-framework for how a company runs — the connective tissue between all C-suite roles. Covers operating system selection (EOS, Scaling Up, OKR-native, hybrid), accountability charts, scorecards, meeting pulse, issue resolution, and 90-day rocks. Use when setting up company operations, selecting a management framework, designing meeting rhythms, building accountability systems, implementing OKRs, or when user mentions EOS, Scaling Up, operating system, L10 meetings, rocks, scorecard, accountability chart, or quarterly planning.","JiayiV\u002Fquestion_mixing","JiayiV","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F54466889?v=4","01M6JFJYYMRZ3QRGP9339JNQ2K","01M6JFJZ35KB0QVT50NAHPJA7G",0,"MIT","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fpublic-02-claude-skills-main-gemini-skills-company-os-skill-be964870\u002FSKILL.md",[],[18,19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35,36,37],"company","company os","os","scorecards","suite","implementing","scorecard","native","operating","chart","scaling","framework","selection","issue","up","guide","pulse","how","Charts","Meta","2026-11-10 10:12:30",false,"---\nname: \"company-os\"\ndescription: \"The meta-framework for how a company runs — the connective tissue between all C-suite roles. Covers operating system selection (EOS, Scaling Up, OKR-native, hybrid), accountability charts, scorecards, meeting pulse, issue resolution, and 90-day rocks. Use when setting up company operations, selecting a management framework, designing meeting rhythms, building accountability systems, implementing OKRs, or when user mentions EOS, Scaling Up, operating system, L10 meetings, rocks, scorecard, accountability chart, or quarterly planning.\"\nlicense: MIT\nmetadata:\n  version: 1.0.0\n  author: Alireza Rezvani\n  category: c-level\n  domain: company-operations\n  updated: 2026-03-05\n  frameworks: os-comparison, implementation-guide\n---\n\n# Company Operating System\n\nThe operating system is the collection of tools, rhythms, and agreements that determine how the company functions. Every company has one — most just don't know what it is. Making it explicit makes it improvable.\n\n## Keywords\noperating system, EOS, Entrepreneurial Operating System, Scaling Up, Rockefeller Habits, OKR, Holacracy, L10 meeting, rocks, scorecard, accountability chart, issues list, IDS, meeting pulse, quarterly planning, weekly scorecard, management framework, company rhythm, traction, Gino Wickman, Verne Harnish\n\n## Why This Matters\n\nMost operational dysfunction isn't a people problem — it's a system problem. When:\n- The same issues recur every week: no issue resolution system\n- Meetings feel pointless: no structured meeting pulse\n- Nobody knows who owns what: no accountability chart\n- Quarterly goals slip: rocks aren't real commitments\n\nFix the system. The people will operate better inside it.\n\n## The Six Core Components\n\nEvery effective operating system has these six, regardless of which framework you choose:\n\n### 1. Accountability Chart\n\nNot an org chart. An accountability chart answers: \"Who owns this outcome?\"\n\n**Key distinction:** One person owns each function. Multiple people may work in it. Ownership means the buck stops with one person.\n\n**Structure:**\n```\nCEO\n├── Sales (CRO\u002FVP Sales)\n│   ├── Inbound pipeline\n│   └── Outbound pipeline\n├── Product & Engineering (CTO\u002FCPO)\n│   ├── Product roadmap\n│   └── Engineering delivery\n├── Operations (COO)\n│   ├── Customer success\n│   └── Finance & Legal\n└── People (CHRO\u002FVP People)\n    ├── Recruiting\n    └── People operations\n```\n\n**Rules:**\n- No shared ownership. \"Alice and Bob both own it\" means nobody owns it.\n- One person can own multiple seats at early stages. That's fine. Just be explicit.\n- Revisit quarterly as you scale. Ownership shifts as the company grows.\n\n**Build it in a workshop:**\n1. List all functions the company performs\n2. Assign one owner per function — no exceptions\n3. Identify gaps (functions nobody owns) and overlaps (functions two people think they own)\n4. Publish it. Update it when something changes.\n\n### 2. Scorecard\n\nWeekly metrics that tell you if the company is on track. Not monthly. Not quarterly. Weekly.\n\n**Rules:**\n- 5–15 metrics maximum. More than 15 and nothing gets attention.\n- Each metric has an owner and a weekly target (not a range — a number).\n- Red\u002Fyellow\u002Fgreen status. Not paragraphs.\n- The scorecard is discussed at the leadership team weekly meeting. Only red metrics get discussion time.\n\n**Example scorecard structure:**\n\n| Metric | Owner | Target | This Week | Status |\n|--------|-------|--------|-----------|--------|\n| New MRR | CRO | €50K | €43K | ? |\n| Churn | CS Lead | \u003C 1% | 0.8% | ? |\n| Active users | CPO | 2,000 | 2,150 | ? |\n| Deployments | CTO | 3\u002Fweek | 3 | ? |\n| Open critical bugs | CTO | 0 | 2 | ? |\n| Runway | CFO | > 18mo | 16mo | ? |\n\n**Anti-pattern:** Measuring everything. If you track 40 KPIs, you're watching, not managing.\n\n### 3. Meeting Pulse\n\nThe meeting rhythm that drives the company. Not optional — the pulse is what keeps the company alive.\n\n**The full rhythm:**\n\n| Meeting | Frequency | Duration | Who | Purpose |\n|---------|-----------|----------|-----|---------|\n| Daily standup | Daily | 15 min | Each team | Blockers only |\n| L10 \u002F Leadership sync | Weekly | 90 min | Leadership team | Scorecard + issues |\n| Department review | Monthly | 60 min | Dept + leadership | OKR progress |\n| Quarterly planning | Quarterly | 1–2 days | Leadership | Set rocks, review strategy |\n| Annual planning | Annual | 2–3 days | Leadership | 1-year + 3-year vision |\n\n**The L10 meeting (Weekly Leadership Sync):**\nNamed for the goal of each meeting being a 10\u002F10. Fixed agenda:\n1. Good news (5 min) — personal + business\n2. Scorecard review (5 min) — flag red items only\n3. Rock review (5 min) — on\u002Foff track for each rock\n4. Customer\u002Femployee headlines (5 min)\n5. Issues list (60 min) — IDS (see below)\n6. To-dos review (5 min) — last week's commitments\n7. Conclude (5 min) — rate the meeting 1–10, what would make it a 10 next time\n\n### 4. Issue Resolution (IDS)\n\nThe core problem-solving loop. Maximum 15 minutes per issue.\n\n**IDS: Identify, Discuss, Solve**\n\n- **Identify:** What is the actual issue? (Not the symptom — the root cause) State it in one sentence.\n- **Discuss:** Relevant facts + perspectives. Time-boxed. When discussion starts repeating, stop.\n- **Solve:** One owner. One action. One due date. Written on the to-do list.\n\n**Anti-patterns:**\n- \"Let's take this offline\" — most things taken offline never get resolved\n- Discussing without deciding — a great discussion with no action item is wasted time\n- Revisiting decided issues — once solved, it leaves the list. Reopen only with new information.\n\n**The Issues List:** A running, prioritized list of all unresolved issues. Owned by the leadership team. Reviewed and pruned weekly. If an issue has been on the list for 3+ meetings and hasn't been discussed, it's either not a real issue or it's too scary to address — both deserve attention.\n\n### 5. Rocks (90-Day Priorities)\n\nRocks are the 3–7 most important things each person must accomplish in the next 90 days. They're not the job description — they're the things that move the company forward.\n\n**Why 90 days?** Long enough for meaningful progress. Short enough to stay real.\n\n**Rock rules:**\n- Each person: 3–7 rocks maximum. More than 7 and none get done.\n- Company-level rocks (shared priorities): 3–7 for the leadership team\n- Each rock is binary: done or not done. No \"60% complete.\"\n- Set at the quarterly planning session. Reviewed weekly (on\u002Foff track).\n\n**Bad rock:** \"Improve our sales process\"\n**Good rock:** \"Implement Salesforce CRM with full pipeline stages and weekly reporting by March 31\"\n\n**Rock vs. to-do:** A to-do takes one action. A rock takes 90 days of consistent work.\n\n### 6. Communication Cadence\n\nWho gets what information, when, and how.\n\n| Audience | What | When | Format |\n|----------|------|------|--------|\n| All employees | Company update | Monthly | Written + Q&A |\n| All employees | Quarterly results + next priorities | Quarterly | All-hands |\n| Leadership team | Scorecard | Weekly | Dashboard |\n| Board | Company performance | Monthly | Board memo |\n| Investors | Key metrics + narrative | Monthly or quarterly | Investor update |\n| Customers | Product updates | Per release | Release notes |\n\n**Default rule:** If you're deciding whether to share something internally, share it. The cost of under-communication always exceeds the cost of over-communication inside a company.\n\n---\n\n## Operating System Selection\n\nSee `references\u002Fos-comparison.md` for full comparison. Quick guide:\n\n| If you are... | Consider... |\n|---------------|-------------|\n| 10–250 person company, founder-led, operational chaos | EOS \u002F Traction |\n| Ambitious growth company, need rigorous strategy cascade | Scaling Up |\n| Tech company, engineering culture, hypothesis-driven | OKR-native |\n| Decentralized, flat, high autonomy | Holacracy (only if you're patient) |\n| None of the above quite fit | Custom hybrid |\n\n---\n\n## Implementation Roadmap\n\nDon't implement everything at once. See `references\u002Fimplementation-guide.md` for the full 90-day plan.\n\n**Quick start (first 30 days):**\n1. Build the accountability chart (1 workshop, 2 hours)\n2. Define 5–10 weekly scorecard metrics (leadership team alignment, 1 hour)\n3. Start the weekly L10 meeting (no prep — just start)\n\nThese three alone will improve coordination more than most companies achieve in a year.\n\n---\n\n## Common Failure Modes\n\n**Partial implementation:** \"We do OKRs but skip the weekly check-in.\" Half an operating system is worse than none — it creates theater without accountability.\n\n**Meeting fatigue:** Adding the full rhythm on top of existing meetings. Start by replacing meetings, not adding them.\n\n**Metric overload:** Starting with 30 KPIs because \"they all matter.\" Start with 5. Add when the cadence is established.\n\n**Rock inflation:** Setting 12 rocks per person because \"everything is a priority.\" When everything is a priority, nothing is. Hard limit: 7.\n\n**Leader non-compliance:** Leadership team skips the L10 or doesn't follow IDS. The operating system mirrors the respect leadership gives it. If leaders don't take it seriously, nobody will.\n\n**Annual planning without quarterly review:** Setting annual goals and checking in at year-end. Quarterly is the minimum review cycle for any meaningful goal.\n\n---\n\n## Integration with C-Suite\n\nThe company OS is the connective tissue. Every other role depends on it:\n\n| C-Suite Role | OS Dependency |\n|-------------|---------------|\n| CEO | Sets vision that feeds into 1-year plan and rocks |\n| COO | Owns the meeting pulse and issue resolution cadence |\n| CFO | Owns the financial metrics in the scorecard |\n| CTO | Owns engineering rocks and tech scorecard metrics |\n| CHRO | Owns people metrics (attrition, hiring velocity) in scorecard |\n| Culture Architect | Culture rituals plug into the meeting pulse |\n| Strategic Alignment Engine | Validates that team rocks cascade from company rocks |\n\n---\n\n## Key Questions for the Operating System\n\n- \"If I asked five different team leads what the company's top 3 priorities are this quarter, would they give the same answers?\"\n- \"What was the most important issue raised in last week's leadership meeting? Was it resolved or is it still open?\"\n- \"Name a metric that would tell us by Friday whether this week was a good week. Do we track it?\"\n- \"Who owns customer churn? Can you name that person without hesitation?\"\n- \"When was the last time we updated the accountability chart?\"\n\n## Detailed References\n- `references\u002Fos-comparison.md` — EOS vs Scaling Up vs OKRs vs Holacracy vs hybrid\n- `references\u002Fimplementation-guide.md` — 90-day implementation plan\n","# Company Operating System\n\nThe operating system is the collection of tools, rhythms, and agreements that determine how the company functions. Every company has one — most just don't know what it is. Making it explicit makes it improvable.\n\n## Keywords\noperating system, EOS, Entrepreneurial Operating System, Scaling Up, Rockefeller Habits, OKR, Holacracy, L10 meeting, rocks, scorecard, accountability chart, issues list, IDS, meeting pulse, quarterly planning, weekly scorecard, management framework, company rhythm, traction, Gino Wickman, Verne Harnish\n\n## Why This Matters\n\nMost operational dysfunction isn't a people problem — it's a system problem. When:\n- The same issues recur every week: no issue resolution system\n- Meetings feel pointless: no structured meeting pulse\n- Nobody knows who owns what: no accountability chart\n- Quarterly goals slip: rocks aren't real commitments\n\nFix the system. The people will operate better inside it.\n\n## The Six Core Components\n\nEvery effective operating system has these six, regardless of which framework you choose:\n\n### 1. Accountability Chart\n\nNot an org chart. An accountability chart answers: \"Who owns this outcome?\"\n\n**Key distinction:** One person owns each function. Multiple people may work in it. Ownership means the buck stops with one person.\n\n**Structure:**\n```\nCEO\n├── Sales (CRO\u002FVP Sales)\n│   ├── Inbound pipeline\n│   └── Outbound pipeline\n├── Product & Engineering (CTO\u002FCPO)\n│   ├── Product roadmap\n│   └── Engineering delivery\n├── Operations (COO)\n│   ├── Customer success\n│   └── Finance & Legal\n└── People (CHRO\u002FVP People)\n    ├── Recruiting\n    └── People operations\n```\n\n**Rules:**\n- No shared ownership. \"Alice and Bob both own it\" means nobody owns it.\n- One person can own multiple seats at early stages. That's fine. Just be explicit.\n- Revisit quarterly as you scale. Ownership shifts as the company grows.\n\n**Build it in a workshop:**\n1. List all functions the company performs\n2. Assign one owner per function — no exceptions\n3. Identify gaps (functions nobody owns) and overlaps (functions two people think they own)\n4. Publish it. Update it when something changes.\n\n### 2. Scorecard\n\nWeekly metrics that tell you if the company is on track. Not monthly. Not quarterly. Weekly.\n\n**Rules:**\n- 5–15 metrics maximum. More than 15 and nothing gets attention.\n- Each metric has an owner and a weekly target (not a range — a number).\n- Red\u002Fyellow\u002Fgreen status. Not paragraphs.\n- The scorecard is discussed at the leadership team weekly meeting. Only red metrics get discussion time.\n\n**Example scorecard structure:**\n\n| Metric | Owner | Target | This Week | Status |\n|--------|-------|--------|-----------|--------|\n| New MRR | CRO | €50K | €43K | ? |\n| Churn | CS Lead | \u003C 1% | 0.8% | ? |\n| Active users | CPO | 2,000 | 2,150 | ? |\n| Deployments | CTO | 3\u002Fweek | 3 | ? |\n| Open critical bugs | CTO | 0 | 2 | ? |\n| Runway | CFO | > 18mo | 16mo | ? |\n\n**Anti-pattern:** Measuring everything. If you track 40 KPIs, you're watching, not managing.\n\n### 3. Meeting Pulse\n\nThe meeting rhythm that drives the company. Not optional — the pulse is what keeps the company alive.\n\n**The full rhythm:**\n\n| Meeting | Frequency | Duration | Who | Purpose |\n|---------|-----------|----------|-----|---------|\n| Daily standup | Daily | 15 min | Each team | Blockers only |\n| L10 \u002F Leadership sync | Weekly | 90 min | Leadership team | Scorecard + issues |\n| Department review | Monthly | 60 min | Dept + leadership | OKR progress |\n| Quarterly planning | Quarterly | 1–2 days | Leadership | Set rocks, review strategy |\n| Annual planning | Annual | 2–3 days | Leadership | 1-year + 3-year vision |\n\n**The L10 meeting (Weekly Leadership Sync):**\nNamed for the goal of each meeting being a 10\u002F10. Fixed agenda:\n1. Good news (5 min) — personal + business\n2. Scorecard review (5 min) — flag red items only\n3. Rock review (5 min) — on\u002Foff track for each rock\n4. Customer\u002Femployee headlines (5 min)\n5. Issues list (60 min) — IDS (see below)\n6. To-dos review (5 min) — last week's commitments\n7. Conclude (5 min) — rate the meeting 1–10, what would make it a 10 next time\n\n### 4. Issue Resolution (IDS)\n\nThe core problem-solving loop. Maximum 15 minutes per issue.\n\n**IDS: Identify, Discuss, Solve**\n\n- **Identify:** What is the actual issue? (Not the symptom — the root cause) State it in one sentence.\n- **Discuss:** Relevant facts + perspectives. Time-boxed. When discussion starts repeating, stop.\n- **Solve:** One owner. One action. One due date. Written on the to-do list.\n\n**Anti-patterns:**\n- \"Let's take this offline\" — most things taken offline never get resolved\n- Discussing without deciding — a great discussion with no action item is wasted time\n- Revisiting decided issues — once solved, it leaves the list. Reopen only with new information.\n\n**The Issues List:** A running, prioritized list of all unresolved issues. Owned by the leadership team. Reviewed and pruned weekly. If an issue has been on the list for 3+ meetings and hasn't been discussed, it's either not a real issue or it's too scary to address — both deserve attention.\n\n### 5. Rocks (90-Day Priorities)\n\nRocks are the 3–7 most important things each person must accomplish in the next 90 days. They're not the job description — they're the things that move the company forward.\n\n**Why 90 days?** Long enough for meaningful progress. Short enough to stay real.\n\n**Rock rules:**\n- Each person: 3–7 rocks maximum. More than 7 and none get done.\n- Company-level rocks (shared priorities): 3–7 for the leadership team\n- Each rock is binary: done or not done. No \"60% complete.\"\n- Set at the quarterly planning session. Reviewed weekly (on\u002Foff track).\n\n**Bad rock:** \"Improve our sales process\"\n**Good rock:** \"Implement Salesforce CRM with full pipeline stages and weekly reporting by March 31\"\n\n**Rock vs. to-do:** A to-do takes one action. A rock takes 90 days of consistent work.\n\n### 6. Communication Cadence\n\nWho gets what information, when, and how.\n\n| Audience | What | When | Format |\n|----------|------|------|--------|\n| All employees | Company update | Monthly | Written + Q&A |\n| All employees | Quarterly results + next priorities | Quarterly | All-hands |\n| Leadership team | Scorecard | Weekly | Dashboard |\n| Board | Company performance | Monthly | Board memo |\n| Investors | Key metrics + narrative | Monthly or quarterly | Investor update |\n| Customers | Product updates | Per release | Release notes |\n\n**Default rule:** If you're deciding whether to share something internally, share it. The cost of under-communication always exceeds the cost of over-communication inside a company.\n\n---\n\n## Operating System Selection\n\nSee `references\u002Fos-comparison.md` for full comparison. Quick guide:\n\n| If you are... | Consider... |\n|---------------|-------------|\n| 10–250 person company, founder-led, operational chaos | EOS \u002F Traction |\n| Ambitious growth company, need rigorous strategy cascade | Scaling Up |\n| Tech company, engineering culture, hypothesis-driven | OKR-native |\n| Decentralized, flat, high autonomy | Holacracy (only if you're patient) |\n| None of the above quite fit | Custom hybrid |\n\n---\n\n## Implementation Roadmap\n\nDon't implement everything at once. See `references\u002Fimplementation-guide.md` for the full 90-day plan.\n\n**Quick start (first 30 days):**\n1. Build the accountability chart (1 workshop, 2 hours)\n2. Define 5–10 weekly scorecard metrics (leadership team alignment, 1 hour)\n3. Start the weekly L10 meeting (no prep — just start)\n\nThese three alone will improve coordination more than most companies achieve in a year.\n\n---\n\n## Common Failure Modes\n\n**Partial implementation:** \"We do OKRs but skip the weekly check-in.\" Half an operating system is worse than none — it creates theater without accountability.\n\n**Meeting fatigue:** Adding the full rhythm on top of existing meetings. Start by replacing meetings, not adding them.\n\n**Metric overload:** Starting with 30 KPIs because \"they all matter.\" Start with 5. Add when the cadence is established.\n\n**Rock inflation:** Setting 12 rocks per person because \"everything is a priority.\" When everything is a priority, nothing is. Hard limit: 7.\n\n**Leader non-compliance:** Leadership team skips the L10 or doesn't follow IDS. The operating system mirrors the respect leadership gives it. If leaders don't take it seriously, nobody will.\n\n**Annual planning without quarterly review:** Setting annual goals and checking in at year-end. Quarterly is the minimum review cycle for any meaningful goal.\n\n---\n\n## Integration with C-Suite\n\nThe company OS is the connective tissue. Every other role depends on it:\n\n| C-Suite Role | OS Dependency |\n|-------------|---------------|\n| CEO | Sets vision that feeds into 1-year plan and rocks |\n| COO | Owns the meeting pulse and issue resolution cadence |\n| CFO | Owns the financial metrics in the scorecard |\n| CTO | Owns engineering rocks and tech scorecard metrics |\n| CHRO | Owns people metrics (attrition, hiring velocity) in scorecard |\n| Culture Architect | Culture rituals plug into the meeting pulse |\n| Strategic Alignment Engine | Validates that team rocks cascade from company rocks |\n\n---\n\n## Key Questions for the Operating System\n\n- \"If I asked five different team leads what the company's top 3 priorities are this quarter, would they give the same answers?\"\n- \"What was the most important issue raised in last week's leadership meeting? Was it resolved or is it still open?\"\n- \"Name a metric that would tell us by Friday whether this week was a good week. Do we track it?\"\n- \"Who owns customer churn? Can you name that person without hesitation?\"\n- \"When was the last time we updated the accountability chart?\"\n\n## Detailed References\n- `references\u002Fos-comparison.md` — EOS vs Scaling Up vs OKRs vs Holacracy vs hybrid\n- `references\u002Fimplementation-guide.md` — 90-day implementation plan\n",{"name":5,"license":14,"metadata":43,"description":7},{"author":44,"domain":45,"updated":46,"version":47,"category":48,"frameworks":49},"Alireza Rezvani","company-operations",1772668800000,"1.0.0","c-level","os-comparison, implementation-guide","main","068c2486ccc0f8d200a3db4d21ec137064eda3b4","skills\u002Fpublic-02-claude-skills-main-gemini-skills-company-os-skill-be964870","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing","https:\u002F\u002Fgithub.com\u002FJiayiV","2026-08-25 16:30:52",{"source":8,"skillName":5,"commands":57,"prompt":67,"zipAvailable":68},[58,61,64],{"tool":59,"command":60},"npx","npx skills add JiayiV\u002Fquestion_mixing --skill company-os",{"tool":62,"command":63},"bunx","bunx skills add JiayiV\u002Fquestion_mixing --skill company-os",{"tool":65,"command":66},"pnpm","pnpm dlx skills add JiayiV\u002Fquestion_mixing --skill company-os","安装技能，技能地址：https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fpublic-02-claude-skills-main-gemini-skills-company-os-skill-be964870\u002FSKILL.md",true,[],[71,97,125,158,186,220],{"skillNo":72,"name":73,"nameZh":6,"description":74,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":75,"categories":76,"keywords":77,"publishedAt":38},"01M6NN9PJS9NHWPDG4QP93BP8F","webmcpify","Make a web app agent-ready — propose a WebMCP tool manifest, integrate, verify in a real browser, heal; unrelated code stays untouched. Use for \"webmcpify\", \"add WebMCP\", or \"expose app actions to AI agents\".","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fwebmcpify\u002FSKILL.md",[],[73,78,79,80,81,82,83,84,85,86,87,88,89,90,91,92,93,94,95,96],"github","ai agents","web","notes","code","browser","https","actions","manifest","inventory","verify","tool","use","ready","unrelated","app","scope","for","webmcp",{"skillNo":98,"name":99,"nameZh":6,"description":100,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":101,"licenseFileUrl":6,"sourceHtmlUrl":102,"categories":103,"keywords":104,"publishedAt":38},"01M6NN6KZE5RBN6NGHN2WXV1RE","vardoger-analyze","Use when the user asks to personalize the GitHub Copilot CLI assistant, adapt Copilot to their style, use vardoger, or analyze their Copilot CLI conversation history. Reads the local session directory at `~\u002F.copilot\u002Fsession-state\u002F`, extracts recurring preferences and conventions, and writes a fenced personalization block into `~\u002F.copilot\u002Fcopilot-instructions.md`. Runs entirely on the user's machine via the local `vardoger` CLI (`pipx install vardoger`); no network calls and no uploads. Triggers: 'personalize my copilot', 'analyze my copilot history', 'tailor copilot to me', 'run vardoger', 'update my copilot instructions from history', 'make copilot learn my style'.","Apache-2.0","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fvardoger-analyze\u002FSKILL.md",[],[105,106,107,108,109,110,111,112,113,114,115,116,117,118,119,120,121,122,123,124],"vardoger analyze","analyze","directory","cli","github copilot","copilot","run","update","learn","network","my style","install","conversation","me","local","github copilot cli","pipx","my","at","copilot instructions",{"skillNo":126,"name":127,"nameZh":6,"description":128,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":129,"categories":130,"keywords":139,"publishedAt":38},"01M6NN3CZGQP3XAJ04BM1NNYGT","transloadit-media-processing","Process media files (video, audio, images, documents) using Transloadit. Use when asked to encode video to HLS\u002FMP4, generate thumbnails, resize or watermark images, extract audio, concatenate clips, add subtitles, OCR documents, or run any media processing pipeline. Covers 86+ processing robots for file transformation at scale.","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Ftransloadit-media-processing\u002FSKILL.md",[131,136],{"categoryNo":132,"categoryName":133,"taxonomyType":134,"taxonomyTypeDesc":135},"01JBSEEDCAT000000000000016","图像与多媒体","SCENARIO","使用场景",{"categoryNo":137,"categoryName":138,"taxonomyType":134,"taxonomyTypeDesc":135},"01JBSEEDCAT000000000000023","Skill与智能体开发",[140,141,142,143,144,145,146,147,148,149,150,151,152,90,153,154,155,156,95,157],"transloadit media processing","Media","media processing","processing","MCP","mcp server","documents","subtitles","pipeline","ocr","Video","Audio","mp4","images","files","transformation","free","hls",{"skillNo":159,"name":160,"nameZh":6,"description":161,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":162,"categories":163,"keywords":167,"publishedAt":38},"01M6NN28E92F9GH4WFYQ2H1Y15","terraform-azurerm-set-diff-analyzer","Analyze Terraform plan JSON output for AzureRM Provider to distinguish between false-positive diffs (order-only changes in Set-type attributes) and actual resource changes. Use when reviewing terraform plan output for Azure resources like Application Gateway, Load Balancer, Firewall, Front Door, NSG, and other resources with Set-type attributes that cause spurious diffs due to internal ordering changes.","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fterraform-azurerm-set-diff-analyzer\u002FSKILL.md",[164],{"categoryNo":165,"categoryName":166,"taxonomyType":134,"taxonomyTypeDesc":135},"01JBSEEDCAT000000000000011","运维与部署",[168,169,170,171,172,173,174,175,176,90,177,178,179,180,181,182,183,184,185,95],"terraform","SET","terraform azurerm set diff analyzer","diff","analyzer","diffs","azure","gateway","firewall","only","resource changes","provider","resources","load balancer","attributes","front","load","balancer",{"skillNo":187,"name":188,"nameZh":6,"description":189,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":190,"categories":191,"keywords":203,"publishedAt":38},"01M6NN1QMH2TDYWTH3XY3N5XPV","technical-job-search","Use this skill when a software engineer asks for help with job search tasks: parsing or analyzing a job description, tailoring a CV\u002Fresume, writing a cover letter, evaluating a job offer, or drafting a post-interview follow-up email. Do not activate for general career advice unrelated to an active job search action.","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Ftechnical-job-search\u002FSKILL.md",[192,195,200],{"categoryNo":193,"categoryName":194,"taxonomyType":134,"taxonomyTypeDesc":135},"01JBSEEDCAT000000000000018","写作与文案",{"categoryNo":196,"categoryName":197,"taxonomyType":198,"taxonomyTypeDesc":199},"01JBSEEDCAT000000000000036","内容创作者","PROFESSION","适用职业",{"categoryNo":201,"categoryName":202,"taxonomyType":198,"taxonomyTypeDesc":199},"01JBSEEDCAT000000000000038","人力资源",[204,205,206,207,208,209,210,211,106,212,90,32,213,214,215,216,217,218,95,219],"search","Job Search","technical job search","technical","writing","tasks","email","parsing","interview","engineer","general","activate","do","task","cv","letter",{"skillNo":221,"name":222,"nameZh":6,"description":223,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":6,"repositoryNo":12,"starsCount":13,"licenseSpdxId":14,"licenseFileUrl":6,"sourceHtmlUrl":224,"categories":225,"keywords":226,"publishedAt":38},"01M6NMZFA67XYS1GS09WT42235","steno-mode","Shorthand-first response compression that cuts ~40% of response tokens while preserving technical precision and exact literals. Use when the user says \"steno mode\", \"shorthand mode\", \"compressed responses\", \"token reduction\", \"brief structured output\", or invokes \u002Fsteno. Supports four compression levels: lite, brief, court, machine. Do not trigger for requests needing polished prose such as onboarding\u002Ftutorial content, stakeholder or customer-facing copy, or teaching-focused explanations.","https:\u002F\u002Fgithub.com\u002FJiayiV\u002Fquestion_mixing\u002Fblob\u002Fmain\u002Fskills\u002Fsteno-mode\u002FSKILL.md",[],[227,228,229,230,231,207,232,90,216,233,234,235,236,237,238,239,240,241,95,242],"steno mode","mode","customer","brief","first","tutorial","teaching","tokens","as","trigger","structured output","machine","output","court","requests","response compression"]