“An operational definition puts communicable meaning into a concept.”— W. Edwards Deming, Out of the Crisis
Most arguments inside a company are not about strategy. They are about words. “Qualified lead.” “Done.” “Customer.” “Onboarded.” Everybody agrees these words are important. Almost nobody agrees what they mean.
Deming called the fix an operational definition: a description specific enough that two people who’ve never met could read it and arrive at the same answer. Not a dictionary entry — a procedure. “Done” is not a feeling; it is the list of conditions that make this thing done.
The discipline sounds bureaucratic. It is the opposite. Once the team writes down what “qualified lead” actually means, the weekly argument about whether this lead counts evaporates. Most of the time the argument was hiding the fact that nobody had bothered to nail it down.
Once the rest of the charter is written, certain words start doing heavy work — “customer,” “placed,” “qualified,” “onboarded,” “at-risk.” The glossary pins those words down so a new hire reading the charter on day one interprets them the same way the founder does.
We harvest the glossary from your earlier answers rather than asking from scratch. Most of the words worth defining are already in the document; you just have to point at them.