Value Driver Consolidation from ~50 to ~3 Core Drivers

Situation

Peter demanded that the current list of ~50 'value drivers' be reduced to ~3 core, company-wide drivers that articulate CIQ's mission and differentiation. Called the current list a 'shotgun approach' and 'pile of stuff' that prevents focus. Test: if a product's value pillars cannot be tied to these core drivers, its strategic value to CIQ should be re-evaluated. Also requested a 1-year product vision for RLCAI/RLCH from Brian Dawson.

Reasoning

The ~50 value drivers are a symptom of CIQ lacking a clear articulation of what it IS and where it's going. Without that, everything looks equally important. The Google FIPS crisis made the lack of strategy visible — FIPS wasn't on the roadmap, revealing the drivers don't account for strategic relationships. The value drivers list grew because there was no strategic filter (related to the Brian Dawson authority issue). Peter needs a small number of clear drivers so that when decisions come up, there's a clear test for strategic alignment.

Additional Context

Chris Baek is leading an effort to add SLAs and phase gates to the product execution workflow. The existing todo 'Address Brian Dawson Value Drivers authority issue' captures the root cause — Brian was creating value drivers without the authority to shift engineering focus. This decision addresses the structural problem rather than just the authority gap.

Observed Evidence

Fathom summary: Peter called ~50 value drivers a 'shotgun approach' and 'pile of stuff.' Set goal to reduce to ~3 drivers. Requested 1-year product vision for RLCAI/RLCH from Brian. Action items assigned to Brady: review CVD dashboard and propose prioritized value drivers.

Matching Patterns

Confidence Breakdown

Reasoning Depth Analysis