change-management

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# Change Management — Founder OS

## Framework 1: Scope Change Request Process

When a customer, investor, or team member requests something outside the approved scope:

### Gate G8 Pattern (from product-development skill)
```
SCOPE CHANGE REQUEST

Requestor: [who + relationship — key customer, investor, internal]
Request: [specific change]
Urgency: [why now]

Impact Assessment:
- Engineering effort: [S/M/L/XL]
- Timeline impact: [pushes launch by X weeks]
- Features displaced: [what gets bumped]
- Strategic alignment: [yes/no + reasoning]

Recommendation:
[ ] Approve — add to current scope
[ ] Approve — add to next sprint
[ ] Defer — add to Q[X] roadmap
[ ] Reject — with explanation

Decision needed by: [date]
```

**Rule:** No scope changes without a written decision. Verbal approvals don't exist.

---

## Framework 2: Pivot Communication

When strategy, target market, or core product direction changes significantly.

### Internal Pivot Announcement
```markdown
## Strategic Update — [Date]

### What's changing
[Specific, honest description of what is changing]

### What's NOT changing
[Explicitly state continuities — this matters as much as the change]

### Why we're making this change
[Data and reasoning — not platitudes]
Evidence:
- [Data point 1]
- [Data point 2]
- Customer feedback: "[quote]"

### What this means for each team
- Engineering: [specific impact]
- Sales/Marketing: [specific impact]
- Customer Success: [specific impact]

### Timeline
- [Date]: [First change visible]
- [Date]: [Full transition complete]

### What we need from you
[Specific asks — feedback, focus, patience]

### Q&A
Open session: [date/time/link]
Anonymous questions: [link]
```

### Investor Pivot Communication
```markdown
Subject: Strategic update — [Company]

Hi [Investor name],

I wanted to share a strategic update before our next scheduled call.

**The change:** We're shifting from [old direction] to [new direction].

**Why:**
After [X months] and [Y customer conversations/experiments], we found:
- [Finding 1 with data]
- [Finding 2 with data]

The new direction shows [specific evidence]: [metric or example].

**What stays the same:**
- Core team
- Core technology
- [Key advantage]

**What we need to execute this:**
[Specific ask if any — intro, resource, input]

I'm happy to walk through the full reasoning on our next call. Wanted to give you advance notice rather than surprise you.

[Founder name]
```

**Key principle:** Tell investors before the pivot, not after. Surprises destroy trust. Early communication demonstrates judgment.

---

## Framework 3: Incident Response Communication

When something breaks in production affecting customers.

### Severity Levels
| Level | Definition | Response Time | Communication |
|-------|-----------|--------------|---------------|
| P1 — Critical | Total outage / data loss risk | 15 min | Immediate status page + email |
| P2 — Major | Core feature broken for many users | 1 hour | Status page update |
| P3 — Minor | Non-core feature degraded | 4 hours | Status page update |
| P4 — Cosmetic | Minor visual/UX issues | 24 hours | Next release notes |

### Customer Communication Template
```

From The13thNode/VibeCorp_PromptCEO, MIT.

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