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Anthony Veltri

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Architecture & Interfaces

15

Doctrine 01: Federation vs Integration in Mission Networks
Doctrine 03: Interfaces Are Where Systems Break, So They Require Stewards, Contracts, and Ownership
Doctrine 04: Useful Interoperability Is the Goal, Not Perfect Interoperability
Doctrine 05: Innovation Must Live at the Edge, Not in the Center
Doctrine 06: A Two-Lane System Protects Stability and Enables Evolution
Doctrine 14: Technical Debt Is a Leadership Signal, Not a Coding Failure
Doctrine 15: Architecture Must Accelerate Teams, Not Bottleneck Them
Doctrine 17: Architects Translate Strategy Into Engineering and Engineering Into Strategy
Doctrine 20: Golden Datasets: Putting Truth In One Place Without Pretending Everything Is Perfect
Doctrine 21: Zero Trust Is A Trust Model, Not A Card “Type”
Doctrine 23: Loop Closure as Load-Bearing System Infrastructure
ANNEX B. Data Contracts
ANNEX C. Interface Ownership Model
ANNEX H. Architecture Doctrine
Annex L: The Rosetta Stone for Data Teams: Bridging the Gap Between Technicians and Executives

Decision Tempo & Governance

10

Doctrine 02: Distributed Decisions Increase Alignment, Speed, and Resilience
Doctrine 07: Clear Intent Matters More Than Perfect Data
Doctrine 08: Clear Intent Compresses Ambiguity, Reduces Conflict, and Accelerates Action
Doctrine 09: Decision Drag Is the Enemy of Mission Tempo. Architecture Is the Remedy
Doctrine 10: Degraded Operations Are the Normal Mode, Not the Exception
Doctrine 11: Preventive Action and Contingent Action Must Both Be Designed Intentionally
Doctrine 22: When “It Depends” Is the Right Answer: How to Think in Probabilities Under Uncertainty
ANNEX D. Decision Altitudes Model
ANNEX E. Prevention–Contingency Matrix
ANNEX I. High Visibility Workflows

Portfolio & Alignment

4

Doctrine 16: Portfolio Thinking Ensures Effort Aligns With What Actually Matters
ANNEX F. Pattern Library
ANNEX J. System Evolution and Drift Management
ANNEX K. System and Workflow Profiles (Case Studies)

Leadership & Human Systems

6

Doctrine 24: Stewardship Places the Burden on the Steward, Not the Parties
Doctrine 18: Commitment Outperforms Compliance in High Trust, High Tempo Environments
Doctrine 19: Supervision, Management, and Leadership Are Three Different Jobs. Confusing Them Breaks Systems
Doctrine 23: Loop Closure as Load-Bearing System Infrastructure
ANNEX A. Human Contracts
ANNEX G. Leadership Doctrine

Resilience & Operations

3

Doctrine 24: Stewardship Places the Burden on the Steward, Not the Parties
Doctrine 12: Resilience Is an Emergent Property, Not a Feature
Doctrine 13: Problem Solving Requires Finding the Real Deviation and the Relevant Change

Doctrine Companions

7

Doctrine 03 Companion: The RS-CAT Framework: Converting Raw Recall into Teachable Principle
Doctrine 03 Companion: The Interface Void
Doctrine 11 Companion: Agency vs. Outcome
Doctrine 09 Companion: Artifacts Over Adjectives
Doctrine 03 Companion: Constraints: bidirectional translation: Compression vs Construction
Doctrine 10 Companion: Span of Control and Cross Training Are Load-Bearing Constraints
Doctrine 21 Companion: Claims, Roles, and Entitlements in Microsoft 365

Field Reports

1

Field Report: College Financing and the 5-Year Home Runway

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Doctrine 17: Architects Translate Strategy Into Engineering and Engineering Into Strategy
Doctrine 08: Clear Intent Compresses Ambiguity, Reduces Conflict, and Accelerates Action
Doctrine 11: Preventive Action and Contingent Action Must Both Be Designed Intentionally
ANNEX A. Human Contracts
ANNEX F. Pattern Library
ANNEX G. Leadership Doctrine
ANNEX J. System Evolution and Drift Management
ANNEX K. System and Workflow Profiles (Case Studies)

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© 2026 Anthony Veltri

Doctrine
- Doctrine Library
- Global Library
Field Notes
Routes
Figure Library
FAQ
About
- Capability Statement
- Interpreter Kit
Contact

Search for: