discovery-opslisted

# Discovery ops ## Core principle Discovery fails operationally far more often than it fails intellectually. Teams know what to do. They cannot hold a cadence, cannot recruit reliably, cannot find last quarter's study, and cannot get a finding in front of the person who needs it. The fix is boring infrastructure: a standing slot, an automated recruiting pipeline, a repository with a naming convention, and a weekly one-page summary. Boring infrastructure is what turns discovery from a project into a habit. ## The weekly cadence The minimum viable practice, and the thing to build first. | When | What | Who | Time | |---|---|---|---| | Weekly, fixed slot | One or two customer conversations | Product trio, all present | 60-90 min | | Immediately after | Interview snapshots | Whoever was in the room | 30 min | | Weekly | Update the opportunity solution tree | Trio | 30 min | | Weekly | One assumption test running, always | Trio | varies | | Fortnightly | Review the test queue and the evidence ledger | Trio | 30 min | | Monthly | One-page summary per outcome, published | Product | 60 min | | Quarterly | What have we ruled out, and what has decayed | Trio | 90 min | **The trio attends together** (Torres). Discovery that one person does and reports back does not transfer; the engineer who heard the customer say it builds a different thing from the engineer who read it in a document. **Protect the slot.** If nobody is booked, use it for synthesis. Never give it back, because a