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Found 49 Skills
Analyze macro-environmental factors affecting an industry or company. Use as a precursor to strategic analysis, market entry assessment, or scenario planning.
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.
This skill should be used when the user asks about Wardley Mapping, evolution stages, strategic positioning, situational awareness, technology evolution, competitive landscape, creating maps, value chain decomposition, gameplay patterns, doctrine assessment, doctrine maturity, climatic patterns, climate assessment, build vs. buy decisions, inertia analysis, D&D alignment of strategies, peace/war/wonder cycles, play-position matrix, pioneers/settlers/planners, or quantitative evolution scoring including differentiation pressure, commodity leverage, weak signal detection, and readiness scores.
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
Frameworks from Kim & Mauborgne for creating uncontested market space and making competition irrelevant. Use when reframing competitive strategy, escaping commoditization, designing a new category, or applying Strategy Canvas, ERRC, Six Paths, Three Tiers of Noncustomers, Buyer Utility Map, or Strategic Sequence. Includes selection-bias caveats and inline decline notes for iconic cases that later collapsed.
Visualization toolkit for mapping partner landscape, coverage, and priorities.
Framework for competitive landscape analysis across any industry. Use when creating competitor analysis, market positioning assessments, investment memos, strategic reviews, or any analysis requiring systematic evaluation of competitive dynamics. Triggers include requests for competitive landscape decks, peer comparisons, market structure analysis, strategic positioning assessments, and investment recommendations.
Strategic planning with optional interview workflow
Conduct a comprehensive SWOT analysis to audit organizational position. Use when assessing strategic fit, evaluating competitive position, or informing strategic direction.
Conduct systematic competitor analysis to understand competitive positioning. Use for market entry, competitive strategy, and strategic planning.
Assess organizational capabilities using radar charts. Use for competitive analysis, gap identification, and strategic planning.
McKinsey-style issue tree framework for breaking down complex problems into MECE (Mutually Exclusive, Collectively Exhaustive) components. Use when users need to decompose strategic questions, structure analysis, create work plans, or prepare for case interviews. Apply hypothesis-driven approach to problem-solving.