Demo map
Every screen, in the order the journey happens · the sample company as it stood on Wednesday 26 August
The sample company is shown as it stood on one day. Steps that happened before it show their finished state; steps after it show what they look like before they happen. Week two is under way on that day.
The founder
Anil Mehta · Promoter & Managing Director
Day 1 — alone, before anyone else is involved
Day one — he reads a report about his own business
Week one — the interview, the plan, and the person who will run it
- 4The founder interviewNinety minutes. His ambition in his own words — and his vision, mission and the lines he will not cross.
- ·The interview, step by stepEvery question and answer one click at a time, including the three that go off script.
- 6The business planWritten from the interview the day it closes. Never replaced, only completed. He names the champion here, in the room — she starts her own path from her account.
Week two — where the company is going, one decision per screen
- 7Your valuesSay what this business stands for, in your own words. Corto writes it back sharper.
- 8Vision and missionRead back the two sentences Corto heard in your interview. Change a word, or agree them.
- 9Three destinationsSay yes to each destination on its own, or change it first.
- 10MilestonesAgree the stops on the way to each destination, and see who is carrying each one.
- ·The pillars and KPIs it becomesWhat he agreed, turned into how-to-win choices and the numbers that must stay healthy under each. Derived, not authored.
- 12The years betweenAgree where the company has to be in three years, in two, and this year.
- 13This year's goalsCorto drafted three from the one-year picture. Edit the wording and the targets, or accept them.
- 14What you expect of each departmentOne department at a time: what good looks like, and what you are counting on. Each head reads theirs before anyone asks them for anything.
- 15The business planRead the plan Corto wrote from everything you have agreed, and say it is the plan.
- 16What the company is short ofCorto reads the plan against your org chart and your books and says what is not there yet. Accept each one, change it, or say no with a reason.
- 17Hand to the headsName each head and their work email, pick the meeting time, and Corto sends every invitation with their pre-read.
Week two — what is outside
Week three — he brings his people in
- 20The heads' meetingHe chooses the people and the time. Corto sends the invitation itself, from its own address, with each head's pre-read attached.
- 21Alignment across the companyWhat his people could and could not state, and what is in their way. Counted together — never against a name.
- 22The full business reviewEverything Corto found about how the company actually runs, in one place.
Then, every day
- 23The calendar, and his dayWhat moved, the decisions only he can take, and what the notetaker read out of every meeting.
- 24The agentsWhat runs on its own, what it may never touch, and who can stop it.
- 25The goal treeCompany to person, one page.
- 26ChatCorto's thread. From the business plan onward, this is where he is told things.
The champion
Meera Kulkarni · Head — Human Resources
Week two — named after the business plan, never at sign-up
She is brought in
She sets the company up
- 2Connect the company's appsConnect what the business already runs on. Read-only, scoped, reversible. The security review is a row on this screen; Ramesh connects Tally himself, or nobody does.
- 3What moves into CortoConnecting is not migrating. How much history comes over, what gets cleaned first, and the switch-over date for each part.
- 4Invite everyoneEveryone at a desk in, without building a spreadsheet. The list is hers — Corto does not know it before she does.
She does it herself first, like everybody else
She runs it
- 7The consoleWhat needs her decision today, sorted by what it is blocking.
- 8What is running lateElapsed time against what the step was expected to take. Never a deadline nobody agreed to.
- 9Her calendar, and her dayWho has not done the thing, and how late. Never who did.
- 10Alignment across the companyHow well people understand the plan, and which departments are too small to report on separately.
A department head
Deepak Patil · Head — Sales (and his five peers)
Week three — after the founder and the champion, before anyone in his team
He arrives already knowing where he stands
- 1The invitation landsWhat this is, and what is being asked of him — before he is asked for it.
- 2Confirm his own detailsThe same four minutes his team will get. A head who has not done it cannot ask his people to.
- 3What the founder expects of his departmentRead it first. Agree with it, or say back what is wrong with it.
- 4His own one-to-one conversationHalf an hour or so. Asked like somebody read what he already told us.
- 5His part of the review, before the founderA manager sees findings about his department before the founder does. Always.
He confirms his team and writes the goals
- 6Confirm who is hisConfirm who reports to him — and name who is missing.
- 7His department's goalsHe writes what his department will be measured on, against the founder's expectation. Corto rates how well it lines up; it never writes it for him.
- ·The founder rules on itHe agrees each one; where he disagrees he tells the head himself. Nothing reaches his people until every one is agreed.
- 9The goals reach his peopleHis department, from his own goal down to each person's.
Everyone else
Suresh Kamble · Dispatch · and the 37 others at desks
Week three — only after their own head has agreed their department's goals
Four minutes, almost no typing
- 1Confirm their detailsWhat Corto can and cannot see comes first, on the same screen; then see me accurately in four minutes, without making me type. Saved as they go.
- 2The one-to-one conversationHalf an hour or so, one to one. The safety statement first, and the founder's own answer only after they have answered.
- ·The conversation, step by stepIncluding the three moments where the person does not answer the question asked.
Then the plan, then their goal
- 4What the company is aiming atThe destinations, this year, and their own department's — read before they are asked to write anything.
- 5Their goal, in their wordsThey write it against their department's goal. Corto rates how well it lines up and says so; it never writes it for them. Their manager is told, not asked.
- ·Sending one backWhat it looks like when a person says the goal is not theirs to carry.
- 7Their goals areaTheir goal, its key results, and the work under each.