Blueprint

The six Stewards

One design role per letter. Stewards set guardrails, cut the structure of their letter and hand execution over.

FLAIMS knows three categories: Core Jobs, Joblets and design roles. Core Jobs and Joblets stand in the chain of accountability. The design role stands outside it and shapes the structure in which the others work. The Steward is this design role. They set the guardrails, frame and degrees of freedom of their letter, and those apply immediately. They cut the anchor structure, together with governance. They hold the veto when a new Core Job breaks their guardrails. They lead no people, assess nobody and take over no outcome accountability from Core Jobs. They may be active in execution, as long as that does not clash with their design function. Depending on company size, the effort is 5 to 20 per cent. The six Stewards are fixed.

FFlow StewardThe Flow Steward makes sure that people and the organisation get into the work and that value creation runs cleanly. They design the conditions under which flow can emerge, from the individual person to the whole organisation: across the market, delivery, processes and internal services.Effort: 10 to 20 %, depending on the size of the organisation LLeadership StewardThe Leadership Steward holds the quality of leadership and support in the system. They make sure that people are developed rather than administered and that wellbeing has an architecture rather than a programme.Effort: 10 to 20 %, depending on the size of the organisation AAccountability StewardThe Accountability Steward keeps responsibility visible and fair. They make sure it is clear who answers for what, and that when something goes wrong the system is examined first and the person second. And they make sure that both produce learning. They hold the self-responsibility architecture of the system: self-responsibility cannot be decreed, but its conditions can be built.Effort: 5 to 10 %, depending on the size of the organisation IIntelligence StewardThe Intelligence Steward holds the technical and data-side intelligence of the system. They make sure technology makes people more able to work: information is findable, systems support the work, AI prepares and people decide. AI and automation contribute at every level, inside the organisation and inside value creation.Effort: 10 to 20 %, depending on the size of the organisation MMastery StewardThe Mastery Steward owns the learning and capability of the organisation. Their mandate is to make organisation and individual a little better every day: small daily improvements compound and turn into exponential growth over time. That is how M counters mediocrity, in the individual and in the organisation.Effort: 10 to 20 %, depending on the size of the organisation SSegmentation of Power StewardThe Segmentation of Power Steward holds the structure of the system: who decides what, where the boundaries run, and that decisions are made where the knowledge sits. They hold the frame in which power stays separated, visible and reviewable, and make sure that measurement, review and assessment never end up in the hands of the measured.Effort: 10 to 20 %, depending on the size of the organisation; typically the CEO

Staffing

The CEO appoints and removes Stewards. No term of office, no rotation; continuity is intended.
One person can hold several Steward roles. There is one hard rule: Leadership and Segmentation of Power never sit in one person. Whoever supports does not assess.
If Accountability and Segmentation of Power are held by the same person, the Flow Steward takes over chairing the review of governance, with the Leadership Steward as substitute.
The Steward decides on the staffing of the Anchor Core Jobs, governance confirms it.

Review of governance

Governance reviews the whole system and cannot review itself. That is why the steward college, all six Stewards, reviews every six months or every year whether governance keeps to its own rules; governance has one vote in this. The Accountability Steward chairs the process: convening, agenda, minutes, carrying the finding. They decide no consequences. Those are normative decisions and sit with the CEO. If the CEO does not act on a breach, the signal goes directly to the board of directors; the college has direct access for that.

Validity

Rules and structure run through two procedures. The Steward sets guardrails themselves, they apply immediately to all Core Jobs of their letter, and governance overrides them only in the case of demonstrated damage to the system, established through a governance signal. Structure, meaning new Core Jobs, Anchor Core Jobs and cuts, always comes into being with governance: challenged and ratified before it exists. The fields of a Steward are fixed to the letter; they never move into another letter.