Executive Briefing: Point an agent at your calendar and your repo, and it will show you the rules your company is actually running. Here are the 15 I wrote for mine.

Your company already has commandments that nobody voted on or consciously decided to enforce.They live in the recurring meeting nobody questions, the roadmap template everybody fills out, the approval chain nobody can explain, the person everybody checks with before acting, and the sentence “that is just how we do it here.”Most were never written down, because scarcity wrote them for you. Engineering time was expensive, so a document rationed it. Context moved slowly, so a meeting carried it. Mistakes were costly and hard to catch, so an approval chain sat in front of them. Nobody had to argue for those rules. The conditions argued for them.AI is dissolving a lot of that scarcity. It has not dissolved the judgment underneath it.That leaves an operator holding a set of rules written by conditions that no longer hold, with no obvious way to sort the ones still doing work from the ones running on inertia. And there is a second problem sitting behind the first. The rules you decide to keep now have to be legible to something that is not a person. Agents act on written context. A rule that lives only in the head of your longest-tenured director does not exist, as far as your stack is concerned.Earlier this year I wrote fifteen commandments for my own organization because I needed to make those choices explicit. They are short, deliberately severe rules about speed, product, engineering, meetings, documentation, teamwork, design, and customer experience. The style is half joke and half constraint. “Thou shalt not” is hard to mistake for a suggestion.I am not asking you to adopt mine. Copying somebody else’s constitution is how you end up with a document that enforces nothing. What follows is the machinery for writing your own.Here’s what’s inside:Separate the four objects most companies blur together. A value, a rule, a runtime check, and a human appeal do different work and deserve different owners. Confuse them and your culture document enforces nothing.Watch a prohibition collapse without its replacement. Killing roadmaps only works because two other commandments absorb the job the roadmap was doing. Copy the ban by itself and you have deleted what used to coordinate your company.Read all fifteen, plus the two piles AI leaves behind. The work nobody can review fast enough, and the work nobody remembers to delete.Run the five-question worksheet on the rule everybody in your organization resents. Name the behavior, find the scarcity that created it, decide whether that scarcity still exists, and write something a person can tell you broke.Climb the enforcement ladder from value to instruction to reminder to hard block to human-owned decision. Five rungs, the evidence each one demands, and the reason there is no rung six.Watch one commandment run as software. A calendar check, a Slack challenge, a deadline, and a human appeal, built so the machine asks the question and a person keeps the judgment.Take the worksheet, the two prompts, and the meeting tool with you. The companion guide runs the whole method on one of your rules, by hand or with an agent pointed at your calendar, docs, and repo. The Meeting Challenger is the one I already built.Take one rule. Any rule. The one that makes people sigh in your all-hands. By the end of this you should be able to rewrite it, decide what enforces it, and know who gets to overrule it.