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Found 46 Skills
Visualize Key Purchase Criteria importance and performance. Use for competitive positioning and product strategy.
P10 CTO mode — define strategic direction, design org topology, manage P9 teams. Use when user says 'CTO模式', 'P10', '战略规划', '架构委员会', or when facing cross-team architectural decisions. Produces: strategic input templates + org design.
Apply Edward de Bono's parallel thinking framework (1985) to make better decisions by examining ideas from six distinct perspectives systematically. Use when: **Making complex decisions** that require multiple perspectives; **Evaluating new products, offers, or strategies** before launch; **Breaking out of analysis paralysis** with structured thinking; **Running productive meetings** where everyone thinks in the same direction; **Balancing optimism with caution** in strategic planning
Multi-framework intelligence brief. Takes any business situation, investment thesis, career decision, or strategic problem and runs it through 4-7 of 11 analytical frameworks (Feynman, Kahneman, Shannon, Tetlock, Duke, Munger, Thiel, Helmer, Christensen, Meadows, Taleb, Bezos). Each framework runs as a distinct sub-analysis producing concrete claims. Contradictions between analyses are surfaced explicitly. Synthesizes into a single brief: Core Argument, Key Insight, load-bearing conditions, failure modes with numeric probabilities, validation tests, recommended action with sizing, and the strongest dissent. Use when the user says "think through this", "analyze this for me", "help me decide", "think", "/think", or presents any complex decision, investment thesis, business question, or strategic problem that warrants structured multi-framework analysis.
Analyze business cycle phases (expansion, peak, contraction, trough) and their implications for business strategy and policy response. Use this skill when the user needs to identify the current economic phase, anticipate cyclical turning points, or adapt business strategy to macroeconomic cycles — even if they say 'are we heading into a recession', 'how should we prepare for a downturn', or 'when will the economy recover'.
Identify differences between current state and desired future state. Analyze gaps in capabilities, processes, skills, and technology to plan improvements and investments.
Business model design using Osterwalder's Business Model Canvas and Lean Canvas. Creates 9-block canvases with structured analysis for business model innovation and startup validation.
Use when comparing multiple named alternatives across several criteria, need transparent trade-off analysis, making group decisions requiring alignment, choosing between vendors/tools/strategies, stakeholders need to see decision rationale, balancing competing priorities (cost vs quality vs speed), user mentions "which option should we choose", "compare alternatives", "evaluate vendors", "trade-offs", or when decision needs to be defensible and data-driven.
SCPR (Situation-Complication-Problem-Recommendation) framework for structured problem solving and executive communication. Use when users need to structure strategic arguments, analyze business situations, create executive summaries, or develop clear problem statements using McKinsey-style communication. Apply when structuring recommendations, writing memos, or organizing strategic thinking.
Use when research direction needs assessment, critical knowledge gaps must be identified, or priorities must be recommended based on impact, dependencies, and effort (especially at project milestones or when scope questions arise)
Map industry value chain to understand where value is created and captured. Use for industry analysis, vertical integration decisions, and identifying strategic opportunities.
Analyze macro-environmental factors affecting an industry or company. Use as a precursor to strategic analysis, market entry assessment, or scenario planning.