OS Canvas 2.0

Develop an overview of the organizational operating system. Identify the core set of assumptions, beliefs, principles, practices, processes, and policies that act as the foundation upon which day-to-day work unfolds.

Copyright The Operating System Canvas by The Ready.

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Components included in this anatomy:

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How we orient and steer; the reason for being at the heart of any organization, team, or individual.

  • What is our reason for being?
  • What is meaningful about our work?
  • How does our purpose help us make decisions?

How we share power and make decisions; the right to make decisions and take action or compel others to do the same.

  • Who can tell others what to do?
  • How do we make important decisions?
  • What is safe to try? What is not?

How we organize and team; the anatomy of the organization; formal, informal, and value-creation networks.

  • What is centralized? What is decentralized?
  • Within teams, how do we approach roles and accountabilities?
  • How does our structure learn or change over time?

How we plan and prioritize; the process of identifying critical factors or challenges and the means to overcome them.

  • What are the critical factors that will mean the difference between success and failure?
  • How do we develop, refine, and refresh our strategy?
  • How do we use strategy to filter and steer day-to-day?

How we invest our time and money; the allocation of capital, effort, space, and other assets.

  • How do we allocate funds, effort, space, and other assets?
  • How do strategy and planning influence resource allocation?
  • How does our approach enable us to respond to emergent events?

How we learn and evolve; the creation of something new; the evolution of what already exists.

  • Who participates in innovation? Who has the right to innovate?
  • What is the role of failure and learning in innovation?
  • How do we balance the short term and the long term?

How we divide and do the work; the path and process of value creation.

  • What is the relationship between our workflow and our structure?
  • How do we maintain visibility across all our projects?
  • How are projects initiated, canceled, or completed?

How we convene and coordinate; the many ways members and teams come together.

  • Does each of our meetings have a clear purpose and structure?
  • How are meetings facilitated and documented?ยด
  • How do we improve or eliminate meetings that are no longer serving us?

How we share and use data; the flow of data, insight, and knowledge across the organization.

  • What information is shared freely?
  • What information is contained or controlled?
  • What tools, systems, or forums support storing and sharing?

How we define and cultivate relationships; the boundaries and conditions for entering, inhabiting, and leaving teams and organizations.

  • How is membership (in the org or team) gained? How is it relinquished? How is it revoked?
  • What do all members expect of one another?
  • How do members move between teams and other boundaries?

How we grow and mature; the journey of self-discovery and development; our approach to nurturing talent, skills, and competence.

  • What is our approach to learning and development?
  • How do we give and receive feedback?
  • How does competence influence the roles we inhabit?

How we pay and provide; the wages, salaries, bonuses, commissions, benefits, perquisites, profits, and equity exchanged for participation in the organization.

  • What is our approach to compensation?
  • What mechanisms have we put into place to reduce bias in compensation?
  • How are changes in compensation triggered and conducted?