Kyndof Company-Specific Terms
These terms are unique to Kyndof or have specific meanings within our organization. Understanding these helps you navigate our systems, processes, and culture.
How to Use This
When you hear someone reference "RABSIC" or "IMS" or "value streams" in a meeting, you'll find the explanation here. Terms are organized alphabetically with real-world examples from Kyndof operations.
Company Structure
서클 (Circle)
Definition: An autonomous business unit within Kyndof with its own culture, operations, and identity.
Current circles:
- 2000Archives: Vintage fashion platform
- 2000Atelier: Custom costume production
- Corporate: Shared services and infrastructure
Why "circle": Traditional hierarchies have top and bottom. Circles emphasize that each unit is complete on its own while contributing to the whole ecosystem.
Cultural freedom: Each circle can develop its own work style, communication norms, and decision-making patterns. 2000Atelier's craftsmanship culture differs from 2000Archives' fast-iteration culture—both are valid.
Related: See Our Teams for circle-specific information.
다원적 문화 (Multi-Circle Culture)
Definition: Kyndof's organizational philosophy that different circles can have different cultures that fit their work.
Core belief: There is no single "Kyndof culture." Instead, each circle cultivates the culture that serves its mission.
Example:
- 2000Atelier: Craftsmanship, precision, attention to detail
- 2000Archives: Speed, experimentation, trend responsiveness
- Corporate: Systems thinking, process improvement, integration
Management principle: Leadership sets shared values (Snowball Principle, RABSIC), but circles implement them differently.
Anti-pattern: Forcing every team to work the same way regardless of their function.
Management Systems
IMS (Integrated Management System)
Definition: Kyndof's Notion-based management system that connects strategic goals to daily execution.
Core databases (14 total):
| Layer | Databases |
|---|---|
| Strategy | Goals, KPIs, Hypothesis |
| Planning | Strategies, Projects |
| Execution | Tasks, Issues, Decisions |
| Organization | Positions, Departments, Functions |
| Tracking | Approvals, Value Streams, Use Cases |
Key principle: Everything is connected. A task links to a strategy, which links to a goal, which has KPIs measuring it.
Why it matters: You can trace any daily task back to organizational strategy. No "busy work"—everything connects to goals.
User experience: When you update a task, it automatically updates project status, which updates strategy progress, which updates KPI dashboards.
Related: See How We Work: IMS Overview
RABSIC Framework
Definition: Kyndof's accountability assignment system that clarifies who does what in every decision.
Six role types:
| Role | Letter | Definition | Rule |
|---|---|---|---|
| Responsible | R | Does the work and delivers output | Multiple allowed, one is primary |
| Accountable | A | Final authority, owns the outcome | Exactly ONE per decision |
| Backup | B | Stand-in if Responsible unavailable | Only activated when R cannot perform |
| Support | S | Helps Responsible complete work | Actively assists, shares workload |
| Informed | I | Notified AFTER decision made | Passive recipient, no input |
| Consulted | C | Provides input BEFORE decision | Two-way communication, expertise sought |
Critical rule: Every decision must have exactly ONE Accountable. This is the person who owns the outcome, makes final calls, and bears responsibility.
Timing sequence: Consult (C) → Decide (A approves) → Execute (R with S) → Inform (I notified)
Example scenario:
Decision: Launch new product line
R (Responsible): Product Manager (executes launch plan)
A (Accountable): CEO (owns outcome, final approval)
B (Backup): VP Operations (covers if Product Manager unavailable)
S (Support): Marketing, Supply Chain (help execution)
I (Informed): All staff (announcement after launch)
C (Consulted): Design lead, Sales lead (input before decision)
Why it works: No confusion about who decides, who does, who helps, and who just needs to know.
Related: See RABSIC Deep Dive
RABSIC-Engine
Definition: The agent/system that determines role assignments for decisions.
What it does:
- Analyzes decision type and scope
- Assigns appropriate RABSIC roles
- Validates that exactly ONE Accountable exists
- Tracks accountability and escalates when Accountable is unresponsive
- Ensures Consulted parties engaged BEFORE, Informed AFTER
When you encounter it: When making significant decisions in IMS, the system prompts for RABSIC matrix.
Strategic Concepts
눈덩이 원칙 (Snowball Principle)
Definition: Kyndof's core philosophy—creating structures where small beginnings grow on their own over time.
Metaphor: A snowball rolling downhill. Initial push is small, but it accumulates snow (value) as it rolls, getting bigger exponentially.
Application to work: Every action should either:
- Build on existing assets (make the snowball bigger)
- Create new reusable assets (start new snowballs)
Examples:
| Action | Snowball? | Why |
|---|---|---|
| Fix a bug | No | Work disappears when done |
| Fix bug + write test + document root cause | Yes | Next person finds and fixes faster |
| Send email | No | One-time communication |
| Send email + create template + document process | Yes | Next person uses template, process improves |
| Make sample | No | One garment produced |
| Make sample + document technique + train team | Yes | Technique becomes team capability |
Recognition standard: 100-point work creates snowball effects, not just 50-point task completion.
Culture impact: "How can I make this action compound?" becomes default question.
Related: See Core Values: Snowball Principle
자산화 (Assetization)
Definition: Converting one-time work or knowledge into reusable organizational assets.
Four pillars of assetization:
- 문서화 (Documentation): Written so others can use it
- 프로세스화 (Processization): Turned into repeatable SOP
- 데이터화 (Datafication): Captured in structured format (IMS databases)
- 재사용화 (Reusability): Works for future situations, not just this one
Checklist—is your work assetized?
- ☑ Can someone else use this without asking you?
- ☑ Is there an SOP documenting the process?
- ☑ Is the data captured in IMS, not just your head?
- ☑ Will this help with similar situations in the future?
Example: Campaign execution
| NOT Assetized | Assetized |
|---|---|
| Run campaign successfully → move on | Run campaign → document what worked → create template → next campaign uses template → iterate and improve |
| Knowledge in your head | Knowledge in wiki + SOP + IMS databases |
| Only you can repeat it | Anyone can execute using assets |
Why it matters: When you leave, your knowledge leaves with you UNLESS it's assetized.
Related: See How We Work: Assetization Process
복리 효과 (Compound Effect)
Definition: Value that grows exponentially over time, not linearly.
Mathematical analogy:
- Linear: 1 + 1 + 1 + 1 = 4 (adding)
- Compound: 1 × 1.1 × 1.1 × 1.1 × 1.1 = 1.46 (multiplying)
Organizational examples:
Documentation compound:
- You document a process (1 hour investment)
- Next person learns 2x faster (saves them 2 hours)
- They improve the doc (now saves 3 hours)
- Ten people use it (30 hours saved)
- Each improves it slightly (now saves 4 hours each)
- Compounding continues...
Training compound:
- You train one person
- They train two people
- Those two train four people
- Knowledge spreads exponentially
Key difference from one-time work:
- One-time: Value = effort invested
- Compound: Value = effort × time × number of users
Recognition: Kyndof rewards compound-effect work (100 points) more than task completion (50 points).
Process Terminology
SOP (Standard Operating Procedure)
Definition: Step-by-step documentation of how to perform a repetitive task, written so anyone can follow it.
SOP structure at Kyndof:
- Purpose: Why this process exists
- Scope: What situations it applies to
- Roles: Who is involved (RABSIC)
- Prerequisites: What you need before starting
- Steps: Numbered, actionable instructions
- Verification: How to confirm it worked
- Troubleshooting: Common issues and solutions
Quality standard: A good SOP allows a new employee to execute the process without asking questions.
Example SOPs:
- Client onboarding workflow
- Sample production process
- Notion database sync protocol
- Monthly financial closing
Storage: All SOPs live in workflows/sops/{process-name}/ directory.
Related: See SOP Writing Guide
Value Stream
Definition: The complete end-to-end flow of how Kyndof creates and delivers value to customers.
2000Atelier value stream example:
Client Contact → Design Brief → Pattern Development →
Sample Production → Client Fitting → Adjustments →
Final Production → Quality Check → Delivery → Aftercare
Key principle: Optimize the whole stream, not individual steps.
Bottleneck thinking: The slowest step determines the entire flow speed. Speed up the bottleneck first before optimizing other steps.
Value stream mapping: Visual diagram showing:
- Each step in the process
- Time each step takes
- Where work waits (queues)
- Information flows
- Decision points
Why it matters: You can't improve a process you can't see. Value streams make invisible work visible.
Related: See Value Streams Overview
병목 (Bottleneck)
Definition: The slowest step in a process that limits the capacity of the entire system.
Identification: Look for where work piles up waiting.
Example at 2000Atelier: If sample production takes 5 days, the entire project timeline is limited by those 5 days—even if design takes 1 hour and delivery takes 2 hours.
Management principle: Focus improvement efforts on the bottleneck. Speeding up non-bottleneck steps doesn't improve overall flow.
Theory of Constraints: System performance is determined by its weakest link (bottleneck). Strengthen the weakest link first.
Related: See Process Optimization Guide
Decision-Making
가설 (Hypothesis)
Definition: An unverified business idea or assumption that needs testing before commitment.
Structure: "We believe [action] will cause [result] because [reasoning]."
Example hypotheses:
- "We believe offering free alterations will increase repeat purchases because customers value customization"
- "We believe launching a denim line will attract male customers because our current base is 80% female"
Testing: Hypothesis → Experiment → Data → Validate or Invalidate
In IMS: Strategies link to underlying hypotheses. When hypothesis is disproven, strategy changes.
Why explicit hypotheses matter: Makes assumptions visible. Prevents "we've always done it this way" thinking.
Related: See Strategy Hypothesis Database
0인 팩터 (Zero Factor)
Definition: An element that destroys the entire outcome if it fails. In multiplication, if one factor is zero, the result is zero.
Mathematical analogy: 9 × 9 × 9 × 0 = 0
Business example:
Product Quality (9/10) ×
Design (9/10) ×
Marketing (9/10) ×
Delivery Experience (0/10) =
Total Customer Satisfaction: 0
If delivery fails, all other excellence is wasted. Customer remembers only the failure.
Management principle: Identify zero factors FIRST. Fix them before optimizing anything else.
Common zero factors at Kyndof:
- Client deadline (miss it = project failed)
- Quality control (defect = reputation damage)
- Communication (miscommunication = wrong product made)
How to identify: Ask "If this fails, does everything else become worthless?"
아이젠하워 매트릭스 (Eisenhower Matrix)
Definition: A prioritization method dividing tasks by urgency and importance.
Four quadrants:
| Urgent | Not Urgent | |
|---|---|---|
| Important | Q1: Do immediately (crises, deadlines) | Q2: Schedule and plan (strategy, prevention) |
| Not Important | Q3: Delegate (interruptions, some emails) | Q4: Delete (time wasters) |
Kyndof application:
- Q1: Client emergencies, production issues blocking delivery
- Q2: Strategic planning, process improvement, documentation (assetization!)
- Q3: Routine admin, some meetings
- Q4: Unnecessary status meetings, busywork
Key insight: Most people spend 80% time in Q1 and Q3. High performers spend 80% in Q2 (important but not urgent = strategic work).
Snowball connection: Q2 work creates compound effects. Q1 work is reactive, doesn't build assets.
Performance & Evaluation
50점/100점 평가 (50/100 Evaluation Standard)
Definition: Kyndof's performance evaluation framework that distinguishes task completion from asset creation.
Scoring:
| Points | What it means |
|---|---|
| 50 points | You achieved the goal. Task is done. |
| 100 points | You achieved the goal AND made future success easier. Created assets, documented learnings, improved the process. |
Examples across functions:
| Function | Task | 50 Points | 100 Points |
|---|---|---|---|
| Production | Make sample | Sample delivered on time | Sample delivered + documented new technique + trained team member |
| Marketing | Run campaign | Campaign executed, hit targets | Campaign executed + documented what worked + created reusable template |
| Engineering | Fix bug | Bug no longer occurs | Bug fixed + test added + root cause documented |
| Sales | Close deal | Deal signed | Deal signed + documented client needs pattern + improved pitch deck |
Philosophy: 100 points = you made the snowball bigger. 50 points = you rolled it once.
Promotion criteria: Consistent 100-point work demonstrates readiness for higher responsibility.
Self-assessment: After completing any task, ask "What did I create that will make next time better?"
A급 인재 (A-Player)
Definition: Someone with both high capability AND positive cultural contribution.
Two-axis evaluation:
| Capability | Cultural Fit | |
|---|---|---|
| A-Player | High | High |
| B-Player | Medium | High |
| C-Player | Low | Any |
| Brilliant Jerk | High | Low |
A-Player characteristics:
- Delivers exceptional results
- Lifts team performance (mentors, documents, shares knowledge)
- Attracts other A-players (people want to work with them)
- Embodies Snowball Principle (creates compound effects)
Kyndof hiring standard: Only hire A-players. One A-player is worth 3-5 B-players.
Why capability alone isn't enough: A brilliant jerk drives away 3-5 A-players. Net negative for organization.
Related: See Hiring Standards
Brilliant Jerk
Definition: Someone who is extremely talented but toxic to team culture and collaboration.
Characteristics:
- Exceptional individual performance
- Poor collaboration skills
- Condescending to colleagues
- Doesn't document or share knowledge
- "Not my job" attitude
Kyndof policy: "No Brilliant Jerks" - we don't tolerate this behavior regardless of capability.
Why: Research shows one brilliant jerk drives away 3-5 A-players. Total team output decreases despite individual's high performance.
Snowball conflict: Brilliant jerks hoard knowledge instead of assetizing it. They create dependencies ("only I can do this") rather than shared capabilities.
Cultural antibody: When you encounter brilliant jerk behavior, call it out. Protecting team culture is everyone's responsibility.
Technology & Automation
AX (Automation Transformation)
Definition: Kyndof's evolution beyond digital transformation (DX) to AI-based automation.
Five maturity stages:
| Stage | Name | Definition | Example |
|---|---|---|---|
| 1 | Digitization | Paper → digital files | Scanning documents |
| 2 | Digitalization | Digital workflows | Using Notion instead of email |
| 3 | Digital Transformation | Business model changes | E-commerce vs. physical retail |
| 4 | AI-Assistance | AI helps humans work | AI suggests design variations |
| 5 | AI-Delegation | AI handles tasks autonomously | AI auto-generates product descriptions |
Kyndof goal: Stage 5 for 80% of repetitive tasks by 2027.
Current state (2026):
- Stage 3: IMS, wiki, knowledge management
- Stage 4: AI writing assistance, data analysis
- Stage 5 (pilot): Automated Notion sync, pattern detection
Investment priority: Automate high-repetition, low-judgment tasks first (data entry, formatting, basic QA).
CompanyOS
Definition: Kyndof's autonomous organizational operating system that orchestrates agents, manages knowledge, and structures decision-making.
Core principle: Position > Person. The system operates based on roles and structures, not individual names. When people change, the system continues operating.
Three layers:
| Layer | Storage | Purpose |
|---|---|---|
| Databases | Notion sync | Operational execution state (tasks, KPIs, decisions) |
| Knowledge Graph | Markdown files | Entity relationships and decision history |
| Wiki | Human-readable pages | Onboarding and reference documentation |
Six agents:
- Orchestrator: Request routing, task decomposition
- Librarian: Knowledge management and retrieval
- Back-Writer: External sync (Notion, Slack, GitHub)
- Analyst: Analysis, insights, reporting
- RABSIC-Engine: Accountability assignment
- Wiki-Writer: Transform knowledge into wiki pages
Why "Operating System": Like iOS or Windows for computers, CompanyOS provides the infrastructure for organizational work to run smoothly.
User experience: Most of the time, you interact with outputs (wiki, Notion dashboards) rather than the OS itself. It works in the background.
Knowledge Management
Knowledge Graph
Definition: The structured repository of organizational knowledge capturing entities, relationships, and temporal changes.
Location: world-model/knowledge/ directory
Structure:
knowledge/
├── entities/ # Company, people, projects, concepts
│ ├── companies/
│ ├── people/
│ ├── projects/
│ └── concepts/
├── interactions/ # Time-series logs
├── decisions/ # Architecture Decision Records
└── graph/ # Relationship indexes
Entity file format: Markdown with:
- Current state section (newest information)
- Timeline (newest-first chronological events)
- Relationships (bidirectional links)
- Source attribution
Why graph structure: Shows not just facts, but how facts connect and evolve over time.
Example use case: "What projects has Client X worked on?" → Query entity "Client X" → See all client_for relationships → Get project list with context.
Related: See Knowledge Graph Guide
Assetization Workflow
Definition: The process of converting tacit knowledge into explicit organizational assets.
Four-step process:
1. Capture: Document the knowledge
- Write down what you learned
- Include context and examples
- Attribute sources
2. Structure: Organize into appropriate system
- IMS databases (if operational data)
- Knowledge Graph (if entity/relationship)
- Wiki (if reference material)
- SOP (if process)
3. Connect: Link to related knowledge
- Cross-reference related entities
- Link to relevant strategies/goals
- Tag appropriately
4. Verify: Ensure usability
- Can someone else understand it without asking you?
- Is it findable when needed?
- Is it maintainable over time?
Responsibility: Everyone at Kyndof, not just designated "documentation people."
Time allocation: Spend ~20% of work time assetizing. If you learned something, document it.
Cultural Concepts
버디 (Buddy)
Definition: Your assigned guide during your first two weeks at Kyndof.
Buddy responsibilities:
- Answer questions without judgment
- Explain unwritten cultural norms
- Introduce you to key people
- Have lunch together at least 3 times in first week
- Check in daily for first week, then every few days
Your responsibility: Ask questions freely. No such thing as "stupid questions" during onboarding.
Buddy assignment: Typically someone in similar function, 1-2 years tenure (not too senior to remember what it's like being new).
Duration: Formal buddy relationship lasts 2 weeks. Informal support continues indefinitely.
Why it works: Reduces new employee anxiety, accelerates cultural integration, builds relationships.
Related: See Your First Week
레버리지 (Leverage)
Definition: Points where small effort creates disproportionately large results.
Mathematical concept: Archimedes said "Give me a lever long enough and I can move the world."
Organizational leverage examples:
| Input | Output | Leverage Ratio |
|---|---|---|
| 10 hours building automation | Saves 1 hour daily forever | 1:365+ |
| 2 hours writing SOP | Saves 30 min for 50 people | 1:12.5 |
| 1 hour training someone | They train 3 others | 1:3 (compounding) |
How to identify leverage:
- Repetitive work → automate or document once, use forever
- Knowledge in one person's head → assetize for everyone
- Manual process → systematize
Anti-pattern: Doing the same thing repeatedly without improving the process. No leverage = no compound effect.
Snowball connection: Leverage IS how snowballs grow. Initial effort (push) creates ongoing returns (accumulation).
System-Specific Terms
Tasks DB
Definition: The Notion database tracking all actionable work items in IMS.
Task states:
- ToDo: Not started, but committed
- InProgress: Currently being worked on
- Review: Completed, awaiting verification
- Done: Verified complete
- Blocked: Cannot proceed due to external dependency
Task properties:
- Owner: Responsible role (not person name)
- Deadline: Due date
- Strategy Link: Which strategy this supports
- Project Link: Which project (if applicable)
- RABSIC Matrix: Who is R, A, B, S, I, C
Why it matters: Tasks DB is source of truth for "what needs to be done." If it's not in Tasks DB, it doesn't officially exist.
Daily workflow: Check Tasks DB filtered to your role, work on InProgress tasks, move to Review when complete.
Related: See Task Management SOP
Approval Flow
Definition: The structured process for getting decisions authorized in IMS.
Trigger: Required for:
- External writes (Notion, Slack, GitHub)
- Budget expenditures
- Position changes
- Strategic decisions
- Process changes affecting multiple circles
Flow:
- Request: Responsible (R) submits approval request
- Route: System routes to Accountable (A) role
- Consult: Accountable consults with C roles if needed
- Approve/Reject: Accountable makes decision
- Execute: If approved, Responsible executes
- Inform: System notifies I roles
Timeout: 24 hours for response, then escalates to next level Escalation path: Requestor → Role Lead → CEO → Board
Why structured: Prevents "I thought you approved it" confusion. Clear accountability trail.
Metrics & Measurement
KPI / KR / OKR
Definitions:
KPI (Key Performance Indicator): Ongoing metrics measuring business health.
- Examples: Monthly revenue, customer retention rate, production lead time
- Frequency: Tracked continuously, reviewed monthly/quarterly
KR (Key Result): Specific measurable outcome in OKR framework.
- Examples: "Increase retention from 30% to 45%", "Reduce lead time from 7 days to 5 days"
- Timebound: Associated with specific quarter/year
OKR (Objectives and Key Results): Goal-setting framework linking qualitative objectives to quantitative results.
OKR Structure:
Objective: Become Korea's leading vintage fashion platform
KR1: Reach 100,000 registered users (from 25,000)
KR2: Achieve 40% repeat purchase rate (from 28%)
KR3: Attain 4.5/5.0 average review rating (from 4.1)
Kyndof usage:
- Strategic level: OKRs set quarterly by CEO and circle leads
- Operational level: KPIs tracked continuously in IMS
- Connection: Each KR links to ongoing KPIs measuring progress
Review cadence:
- KPIs: Weekly (operational), Monthly (leadership)
- OKRs: Quarterly review + annual planning
Related: See Goals & KPIs Overview
Related Resources
Internal Documentation
- How We Work - Process and system documentation
- RABSIC Deep Dive - Complete accountability framework
- IMS Guide - Integrated Management System
Learning Path
- Week 1: Focus on IMS, RABSIC, Snowball Principle
- Week 2: Understand your circle's value stream and SOPs
- Month 1: Learn assetization workflow and start contributing
- Month 2+: Deep dive into systems relevant to your role
Who to Ask
- System questions: Corporate Operations team
- Cultural questions: Your Buddy or circle lead
- Technical questions: Engineering team
- Process questions: Check SOP library first, then ask circle lead
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Last Updated: 2026-02-03