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Found 21 Skills
Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.
Warren Buffett said he looks for "economic castles protected by unbreachable moats." A moat is a sustainable competitive advantage that protects your business from competitors. Without a moat, success attracts competition that erodes your margins to zero. This skill covers identifying, building, and deepening moats. Network effects, switching costs, brand, scale economies, and the rarer moats like regulatory capture and counter-positioning. Use when "moat, defensibility, competitive advantage, network effects, switching costs, barrier to entry, unfair advantage, protect from competition, sustainable advantage, winner take all, flywheel, lock-in, moat, defensibility, strategy, network-effects, switching-costs, competitive-advantage, seven-powers" mentioned.
Use when developing business strategy (market entry, product launch, geographic expansion, M&A, turnaround), conducting competitive analysis (profiling competitors, assessing competitive threats, Porter's 5 Forces, identifying differentiation), applying strategic frameworks (Good Strategy kernel with diagnosis/guiding policy/coherent actions, SWOT, Blue Ocean Strategy, Playing to Win where-to-play/how-to-win, Value Chain Analysis, BCG Matrix), making strategic decisions under constraints (build vs buy, pricing strategy, market positioning, business model choices), planning strategic initiatives (annual planning, OKRs, roadmaps), evaluating competitive positioning (moats, sustainable advantages, differentiation vs cost leadership), or when user mentions "strategy", "competitive analysis", "Porter's 5 Forces", "SWOT", "market positioning", "strategic planning", "competitive landscape", or "strategic frameworks".
Clayton Christensen's Disruption Analysis applied to a company, market, or business idea. Spawns a team of specialist agents — Disruption Cartographer, RPV Diagnostician, Jobs Archaeologist, Trajectory Analyst, Incumbent's Advocate — who each apply a distinct lens from Christensen's framework to evaluate disruption risk and opportunity. The lead synthesizes into a disruption verdict: is this company vulnerable to disruption from below, is this startup on a genuine disruption trajectory, or is this a sustaining innovation that incumbents will crush? Use when the user says "christensen this", "disruption analysis", "is this disruptive", "vulnerable to disruption", or wants to evaluate whether a company/market faces disruption risk. Works as a standalone analysis or paired with /munger for a complete picture.
Hamilton Helmer's 7 Powers framework applied to a business. Spawns a team of specialist agents — Power Cartographer, Lifecycle Timer, Counter-Positioning Scout, and Moat Devil's Advocate — who each apply a distinct lens from Helmer's taxonomy. The lead synthesizes into a Power Inventory (what you have), Power Pipeline (what's achievable given your stage), and the honest Helmer Verdict. Use when the user says "helmer this", "apply 7 powers", "what power does this company have", "is this a moat", "diagnose my competitive position", or proposes a business and wants strategic analysis. Works standalone or after /thiel (which confirms you need a monopoly) or /munger (which asks if the economics are durable).
Conduct SWOT analysis with TOWS matrix for strategic planning. Use this skill when the user needs to evaluate a company, product, or project by identifying strengths, weaknesses, opportunities, and threats, or wants to generate strategic options from internal and external factors. Also use when the user mentions competitive positioning, strategic assessment, or asks 'what are our advantages and risks', even without naming SWOT explicitly.
Business model design using Alexander Osterwalder's 9 building blocks. Use when: business model, canvas, value proposition, customer segments, revenue streams, startup planning, analyze business, business strategy.
Use historical analogies to inform strategic decisions by identifying structural similarities and differences between past and present situations. Use this skill when the user draws on historical precedent to justify a strategy, needs to evaluate whether a historical comparison is valid, or wants to learn from past events — even if they say 'this is like the dotcom bubble', 'history repeats itself', or 'what can we learn from how X handled this'.
Apply the Co-opetition Value Net framework (Brandenburger and Nalebuff, 1996) to map cooperative and competitive dynamics in business relationships. Use this skill when the user needs to identify complementors, analyze the PARTS framework, or design strategies that simultaneously cooperate and compete with the same players.
Peter Thiel's Monopoly Creation framework applied to a business idea. Spawns a team of specialist agents — Monopoly Anatomist, Secret Hunter, Market Framer, Last Mover Analyst, Girardian — who each apply a distinct lens from Thiel's framework to evaluate whether a venture has genuine monopoly potential. The lead synthesizes into a verdict: does this company have a secret, a 10x advantage, a tiny domination-ready market, and a path to becoming the last mover in its category? Use when the user says "thiel this", "monopoly test", "zero to one analysis", "does this have monopoly potential", or proposes a venture and wants Thiel-style evaluation. Works standalone or after /office-hours and /munger.
Apply the Business Model Canvas (BMC) to map and evaluate business models across nine building blocks. Use this skill when the user needs to design a new business model, evaluate an existing one, compare business model options, or prepare for a strategy session — even if they say 'describe our business model', 'how do we make money', 'fill out a BMC', or 'design a new revenue model'.
Apply Ansoff Matrix to evaluate growth strategy options across market and product dimensions. Use this skill when the user needs to decide how to grow — through existing vs new markets and existing vs new products. Also use when the user asks 'how should we grow', 'should we launch a new product or expand to new markets', or 'what's our growth strategy'.