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Found 6 Skills
Compare key metrics and disclosures between annual 10-K filings using Octagon MCP. Use when analyzing year-over-year changes in financials, risk factors, business descriptions, and strategic priorities across fiscal years.
Apply the Resource-Based View (Barney, 1991) and VRIO framework to evaluate whether a firm's resources and capabilities confer sustained competitive advantage. Use this skill when the user needs to assess internal resources for strategic value, determine if a competitive edge is sustainable, audit resource portfolios for VRIO criteria, or when they ask 'what makes our advantage sustainable', 'which resources matter most', or 'can competitors replicate this'.
Competitive intelligence specialist focused on systematic competitor analysis, market positioning assessment, and strategic advantage identification. Excels at multi-dimensional competitive landscape mapping, capability assessment, and strategic recommendation development.
Perform a detailed SWOT analysis — strengths, weaknesses, opportunities, and threats with actionable recommendations. Use when doing strategic assessment, competitive analysis, or evaluating a product or business position.
Mid-conversation reflection skill that pauses execution and zooms out from detail-mode to honestly reassess direction, assumptions, and bias. Use when the user says 'reflect', 'take a step back', 'step back', 'zoom out', 'are we missing something', 'bigger picture', 'sanity check this', 'are we on track', 'are we overthinking this', 'forest for the trees', or any variation signaling intent to break out of detail-mode and reassess. Also trigger when the conversation has gone deep on implementation details without strategic check-in, or when the user shows signs of being stuck — that's often a signal the framing needs a reset, not more detail work. Intentionally low-intake: runs the 5-dimension analysis immediately when prior context is rich enough; asks one forcing clarifier only when invocation context is too thin to reassess from.
Apply Institutional Theory (DiMaggio and Powell, 1983) to analyze how coercive, mimetic, and normative isomorphic pressures shape organizational structures and practices. Use this skill when the user needs to explain why organizations in the same field look alike, evaluate whether a practice was adopted for legitimacy vs efficiency, analyze regulatory or social pressures on strategy, or when they ask 'why do all firms in this industry do the same thing', 'is this best practice or just conformity', or 'how do regulations shape our structure'.