Cabinet Papers

The concept spine: one part, one paper, one sentence a CEO can repeat.

26 pages, in reading order.

Cabinet Paper No. 1The Chair speaks fifteen times, then the meeting endsThe reference design lets an agent go around at most fifteen times before it must answer you; then the meeting ends.5 minute read
Cabinet Paper No. 2One voice: why your company never hears the specialistsYour company hears one voice, the Chair's; the specialists advise the Chair inside the room, and nothing they say leaves it.5 minute read
Cabinet Paper No. 3What an agent does when it wants something it has no tool forAn agent can do exactly what its tool list allows; when the model reaches past the list, the room says so instead of staying silent.5 minute read
Cabinet Paper No. 4Four kinds of tool, and the one kind that cannot be undoneAn agent's tools come in four kinds; only the fourth, the one that acts on the world outside, can never be taken back.6 minute read
Cabinet Paper No. 5Eight specialists at once: why the room works in parallelAn agent can ask every specialist a question needs in one round, and the ceiling on how many is the size of the roster.6 minute read
Cabinet Paper No. 6What a specialist actually is: thirty lines and a set of instructionsA specialist inside an agent is a name, a model and a set of instructions, and knows nothing beyond what it is handed.6 minute read
Cabinet Paper No. 7You can change a specialist's instructions tonight, and the vendor should let youA specialist's instructions are a setting your company edits tonight; the next meeting reads the new version, with no release in between.6 minute read
Cabinet Paper No. 8Why the Cabinet thinks harder about fewer questionsFour of ten specialists get a reasoning model, held at its lowest setting, so thinking is bought only where a test can see it.6 minute read
Cabinet Paper No. 9What the Chair reads before every meeting, in the order that decides your billAn agent re-reads its whole briefing every turn, so what changes least goes at the top, and that order decides the bill.6 minute read
Cabinet Paper No. 10Why the library search never goes in the standing ordersAnything an agent finds mid-conversation belongs at the end of its briefing, never in the standing instructions it already carries.6 minute read
Cabinet Paper No. 11The one line that makes a bill ten times largerA line that changes on every request, placed first, makes everything after it fresh, and what the agent reads costs roughly ten times more.6 minute read
Cabinet Paper No. 12Four shelves, kept apart on purposeThe reference design keeps what an agent may read on four separate shelves, and labels every passage with the shelf it came from.6 minute read
Cabinet Paper No. 13Why a weak match is worse than no matchA search always returns its nearest result; the reference design measures how near, and throws away anything too far before the agent reads it.6 minute read
Cabinet Paper No. 14The Cabinet remembers nothing. It reads the MinutesAn agent starts every meeting blank; what it knows tomorrow is what was written down after tonight's meeting and read back.6 minute read
Cabinet Paper No. 15What it does at three in the morning with nobody watchingThe scheduler wakes every thirty seconds, takes each due job in one indivisible step, and runs it under the same rules as any conversation.6 minute read
Cabinet Paper No. 16What an agent may send, to whom, and whenBetween an agent deciding to send and the message leaving stand six rules in code, and when one refuses, the agent is told why.6 minute read
Cabinet Paper No. 17The step that waits for a person, and the ledger that never blocks the meetingThe approval step waits as long as it must and never continues on its own; the ledger records everything and never holds work up.6 minute read
Cabinet Paper No. 18One meeting, several models, no loyaltyThe model is chosen for every call, so one meeting can draw on several and owes none of them loyalty.6 minute read
Cabinet Paper No. 19Act, propose, or escalate: the one setting that decides how much your agent may doEach specialist carries one word, act, propose or escalate; the code reads it after the model decides, and the default is propose and wait.6 minute read
Cabinet Paper No. 20The agent knows exactly who it works with, and answers nobody elseThe room keeps a roster of real people, each with named approval rights and hours; a message from anyone else is dropped unanswered.6 minute read
Cabinet Paper No. 21Board pack by Thursday: how an agent runs a deliverable to a plan you can seeA named deliverable streams its plan before any of the work, so a wrong assumption costs one turn instead of seven steps.6 minute read
Cabinet Paper No. 22The gate that waits: what happens when your approval is vagueAt a gate, a reply the design is not confident it understood is asked again; even a clear yes is recorded and stopped.6 minute read
Cabinet Paper No. 23What lands on your desk at eight, and what it leaves out on purposeThe morning brief opens with one judgement about the day; the items sit beneath it, and the header never repeats them.6 minute read
Cabinet Paper No. 24What it watches when nobody writes, and why the alarm is rationedThe agent reads at most sixty outside events a minute, and every signal carries a duplicate key, so one change raises one alarm.6 minute read
Cabinet Paper No. 25Goals on the record: a department that reports at risk without being askedEach specialist's goals carry one of three written states, on track, at risk or off track; a change reaches you unasked, on your cadence.6 minute read
Cabinet Paper No. 26How to examine an executive before it meets your companyEvery change is examined on five scored dimensions by a separate judge; a slip on any one dimension fails it, whatever the average.6 minute read