Hi, @Alex Brown, Thanks for your input. I wholeheartedly agree that going through this process, especially a more involved one, is a great way to learn. I was speaking to a few people from the community, and one recommended Kestra for my workflow. I looked into it, and it looks like a fit. I’m not sure yet if/how ICM would fit with Kestrra. I have DM’d you to set up a time for a call. Looking forward to hearing from you.

Hi, @Thales Teodoro, I appreciate the way you have broken down your response to address the various points. - Identity and philosophy layer - Atomic notes + Ontology Index: I started to build something along this lines. I’ll take a closer look at atomic notes and see how to incorporate it. - Knowledge layer: What recommendations do you have for RAG? Any particular setup? - Research layer: Would sub-80 page documents need to be vectorized, or are they small enough to be file assets? - Operations layer: “This is where I found ICM really shines and outperforms every other technique I've tried.” — This is what I am starting to realize (with my current limited knowledge). - Learning layer that captures lessons and feeds improvements back in: Eventually, my objective is to have a skill embedded across the enterprise that manages after action reports, as well as, “suggested improvements”. For now, I will go with your recommendation and check out the link you sent to me. - Governance layer that holds the enterprise map: Can you please elaborate why some projects may need a script over a playbook? Thank you very much.

Hi everyone, I’m an entrepreneur who strongly believes that the workplace is a modern day institution that has the potential to be a place of human flourishing, and I don’t mean this in a hippy-dippy way (shout out to my hippy-dippies, got nothin’ but love for ya!). To create such an environment requires leadership to care about their team enough to truly learn who they are, what their dreams and desires are, uncover their strengths, and then stretch and support them to become all that they can be. This is not an easy task. Many fear AI will lead to job displacement, and while that is happening, I believe the companies that truly excel will harness AI to liberate their team members from mundane and soul-sucking tasks. These tasks proliferated when technology, especially computers, entered the workplace. This will allow leadership to redirect that regained time and energy, not only on customers, but also onto the development and growth of their team members. When done right, this doesn’t just lead to happier customers, employees, and shareholders. It creates a stabilizing force that strengthens the fabric of a free and self-governing society through elevating human potential. So, I’m enthusiastic about AI because I see it as a crucial tool in achieving my vision. With the above in mind, I have been spending almost all day with Claude Code in the last month. I jumped in headfirst and built tools, skills, scripts, and made a mess. It’s been a great learning experience. I watched many YouTube videos and learned useful tips. However, as my builds grew, I realized they weren’t set up efficiently. I need a proper structure that’s AI-agnostic to handle my system and avoid issues with updates or switching to a different AI company. I’ve been trying to organize my setup, and today I had a video by JEVC pop up in my feed that covers exactly what I need. Your personality and way you explain things connected with me. Fast forward a few minutes, and here I am. At this moment, I believe the highest leverage priority is auditing my skills and files to clean up and reorganize into a proper folder system.

@Dan Gibson You are not kidding. I tend to get enthusiastic when speaking about that topic. Creative work and management work are two different kinds of work, and two different mindsets. You may have heard the cliché of production staff complaining that the marketing department has it made in the shade because they’re paid to goof off all day, while the production team has to slave away to keep the lights on so they, and the slackers in the marketing department, can get paid. I think your intuition is not wrong. I just think it is only part of the picture. Management is the development of people, and not the direction of things. Most management styles are closer to the latter, which is why many workplaces leave a lot to be desired. Those are the types of managers I see as being most at risk of replacement by AI. But getting the most from your team, while also giving them the most, requires managing in the former sense. I strongly believe that requires human engagement and connection. It requires someone who actually cares and truly wants the best for the other person. Think of it like coaching and developing a little league player or a student. AI is getting scary good at replicating human interaction, and it is still early days, but it is a simulacrum of the real thing. So, by leveraging AI to free up managers’ bandwidth, they can finally have the time and energy to invest in their people to the degree required to create meaningful change. Alright, I’m pushing Encyclopedia Britannica word count again. I appreciate your feedback, and I’m looking forward to checking in on each other and seeing how you are progressing.

@Rhett Harwell I call it the same thing, learning. I have been building a variety of skills, tools, and scripts. Truth is, I started all of this without really knowing what I was doing. Now I need to go back and clean things up. It’s definitely been a great learning process.

@Ruby Sparks, I second your comment regarding how each and every day we are getting new upgrades. In many ways, your imagination is the limit. Looking forward to hearing more about how this works out for you.

Congrats Roc! Your example highlights one of the most exciting aspects of the AI revolution. You don’t need to be an official programmer or coder to do what you did. Wishing you many more wins!