The Lighthouse Operating System

Tactical Debt Diagnostic

No metrics. No data pull. Just 12 symptom-based questions about how work actually moves.

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1When a system component breaks or a critical alert fires, there is visible delay or a chat-thread scramble just to figure out who owns it.

Not true Somewhat true Very true Painfully true

2Small changes or cross-team initiatives stall because nobody has clear authority to say yes and move the work forward.

Not true Somewhat true Very true Painfully true

3If two or three specific senior engineers were unavailable at the same time, important delivery or operations work would slow sharply.

Not true Somewhat true Very true Painfully true

4Our most senior technical people spend too much of their week answering ad hoc questions, unblocking others, or carrying context that should live somewhere else.

Not true Somewhat true Very true Painfully true

5We rely on live status syncs, manual chat updates, or people chasing people to understand the true state of work.

Not true Somewhat true Very true Painfully true

6Leaders ask for frequent "quick updates" because our ticketing, roadmap, or project systems do not reliably show what is actually happening.

Not true Somewhat true Very true Painfully true

7The same classes of operational pain, outages, release failures, or customer-impacting bugs keep coming back.

Not true Somewhat true Very true Painfully true

8Post-incident follow-ups often produce notes, tickets, or discussion, but the same failure patterns still return later.

Not true Somewhat true Very true Painfully true

9Engineers regularly perform repetitive manual work, such as deployments, data patches, environment setup, access requests, or operational checks, that everyone agrees should be simplified or automated.

Not true Somewhat true Very true Painfully true

10Important engineering work is regularly interrupted by operational chores, access requests, support investigations, release coordination, or other repeatable work that should not require senior attention.

Not true Somewhat true Very true Painfully true

11Teams are frequently disrupted mid-cycle by shifting direction, re-planning, executive asks, urgent escalations, or work dropping in from outside the agreed plan.

Not true Somewhat true Very true Painfully true

12Engineers are spread across too many concurrent initiatives, so work stays open longer than it should and fewer things cleanly finish.

Not true Somewhat true Very true Painfully true

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