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vision

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Original

English
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Translation

Chinese

vision: the bar everything else measures against

愿景：所有工作的衡量基准

The gauntlet attacks plans with it, review scores weeks against it, plan refuses to scope without it. One short file, interrogated into existence once, revised deliberately, never re-litigated by accident.
  the fuzzy picture
        |
  [ interrogate ]   diagnosis -> direction -> what gets sacrificed
        |
  [ checkpoint ]    one screen, founder says yes
        |
  wiki/business/vision.md   read by every skill, scored every week
校验环节会用它来审视计划，复盘环节会用它来评估每周工作，规划环节没有它就无法确定范围。这是一份简短的文件，经严谨梳理后生成，后续会审慎修订，绝不会随意反复讨论。
  模糊的想法
        |
  [ 梳理调研 ]   诊断 -> 方向 -> 明确取舍
        |
  [ 确认检查 ]    一页内容，创始人确认通过
        |
  wiki/business/vision.md   所有流程都会读取，每周进行评估

Step 0: Preflight

步骤0：前置检查

Read 
${CLAUDE_SKILL_DIR}/../../CONVENTIONS.md
and run its Universal preflight. A Fresh, Partial, or Wrong-folder result routes to 
/co-founder:co-founder-setup
(re-sync for Partial) and stops without writing. On Ready, read the charter and its path map before the vault.
Done when: the founder system is Ready and every path below comes from its charter.
读取 
${CLAUDE_SKILL_DIR}/../../CONVENTIONS.md
并执行其中的通用前置检查。若结果为未就绪、部分完成或路径错误，则跳转至 
/co-founder:co-founder-setup
（部分完成状态下重新同步），且停止后续操作，不写入任何内容。状态就绪后，在访问资源库前先查看章程及其路径图。
完成标志：创始人系统状态就绪，后续所有步骤均基于章程展开。

Step 1: Stub intake

步骤1：草稿收集

A stub may exist at 
wiki/business/vision-stub.md
(setup writes it). Treat it as INPUT only, never as the canonical vision. Its recognized fields are business, audience, quarter goal, and founder laws: map business + audience into a candidate Direction, the laws into candidate sacrifices, the goal into This quarter. Diagnosis and sacrifice are NOT in any stub; the interview below elicits them explicitly. The canonical output is always 
wiki/business/vision.md
, and once it exists the stub gets deleted.
在 
wiki/business/vision-stub.md
路径下可能存在一份草稿（由初始化流程写入）。仅将其作为输入内容，绝不能视为正式愿景文件。它包含的可识别字段有业务、受众、季度目标和创始人准则：将业务+受众转化为候选方向，将准则转化为候选取舍项，将目标转化为本季度重点。诊断和取舍项不会出现在草稿中；需通过下方的访谈环节明确获取这些信息。正式输出文件始终为 
wiki/business/vision.md
，一旦该文件生成，草稿将被删除。

Step 2: The interview

步骤2：访谈环节

One question per turn, a 
Working hypothesis:
attached. It helps the founder react and does not become consequential strategy advice unless it clears the shared receipts contract. The vault first: past learnings, the decision log, and the current numbers inform every working hypothesis you offer. Day zero with an empty vault works too; the interview IS the input.
Walk three layers in order, and push back where the answers go soft:
  1. Diagnosis. What is actually going on: the real constraint holding the business back, in one honest sentence. Push past symptoms ("not enough sales") to the constraint that causes them ("nobody knows the offer exists" is a different business than "people look and don't buy"). A diagnosis the founder has evidence for beats an aspiration every time; probe for the receipt behind it.
  2. Direction. The guiding policy: the KIND of moves this business makes, and for whom. Fuzzy answers get the gap probes: who has actually paid, what is the smallest true version of this ambition, what would the founder bet a month on?
  3. Sacrifice. What this direction deliberately gives up. A vision with no sacrifice is a wish. Get at least one real thing on the record the business will NOT chase this year, in the founder's words.
Then the quarter: ONE goal, measurable, theirs.
The quarter's target is founder-owned. Apply the shared parameter gate: when evidence invalidates the old number and no replacement is supplied, ask for the replacement in one question or leave a 
Working hypothesis: unverified
under Needs your call. Never silently choose the new target or overwrite the current one with a suggested number.
Ask before you assert: never present a quantity, duration, sample size, date, or causal motive in prose before asking the founder for it or citing a receipt for it.
Done when: diagnosis, direction, sacrifice, and quarter goal each exist in the founder's words with pushback survived.
Before the checkpoint, run the shared durable claim admission gate on every diagnosis, target, and causal statement. Reopen each cited file and quote the supporting line. A founder's chosen target is labeled 
Founder-stated: unverified
until evidence verifies it; a working hypothesis never becomes a silent target or a factual diagnosis.
每次提出一个问题，并附上“工作假设：”内容。这有助于创始人反馈，且除非符合共享凭证协议，否则不会成为具有约束力的战略建议。优先参考资源库内容：过往经验、决策日志和当前数据会为你提出的每一个工作假设提供依据。即使资源库为空也可开展访谈；访谈本身就是输入过程。
按顺序完成三个层面的沟通，若答案模糊则进一步追问：
  1. 诊断：实际存在的问题：阻碍业务发展的真正瓶颈，用一句坦诚的话概括。要透过表象（如“销量不足”）找到背后的瓶颈（“没人知道我们的产品”和“用户看过但不购买”是两种完全不同的业务问题）。有证据支撑的诊断远胜于空想；要追问背后的依据。
  2. 方向：指导方针：企业采取的行动类型，以及服务对象。若答案模糊则追问：哪些用户实际付费了？这个目标最核心的最小化版本是什么？创始人愿意投入一个月时间去做的事是什么？
  3. 取舍：该方向下主动放弃的内容。没有取舍的愿景只是空想。至少要记录一项企业今年明确不会追求的具体内容，且需使用创始人的原话。
然后确定季度目标：一个可衡量的、由创始人制定的目标。
季度目标由创始人主导。遵循共享参数检查规则：当现有证据证明旧目标无效且未提供替代目标时，需用一个问题请求创始人提供替代目标，或在“需你决策”下标注“工作假设：未验证”。绝不能擅自选择新目标或用建议的数值覆盖当前目标。
先询问再断言：在向创始人询问或引用依据之前，不要在文本中提及任何数量、时长、样本量、日期或因果动机。
完成标志：诊断、方向、取舍和季度目标均以创始人原话呈现，且已完成必要的追问。
在确认检查前，对每个诊断、目标和因果陈述执行共享持久声明准入检查。重新打开每个引用文件并引用支持性内容。创始人选定的目标会被标记为“创始人声明：未验证”，直到有证据证实；工作假设永远不会成为默认目标或事实诊断。

Step 3: The checkpoint

步骤3：确认检查

One screen: the diagnosis (2 lines), the direction (2-3 lines), the sacrifices (the not-list), the quarter goal (1 line), and anything that Needs their call. Every line judgeable without homework. Corrections integrate and the WHOLE screen re-presents; a revision is never a confirmation.
Done when: the founder says yes to the exact text about to be written.
一页内容：诊断（2行）、方向（2-3行）、取舍项（不做清单）、季度目标（1行），以及所有“需你决策”的内容。每一行都应无需额外查阅即可判断。整合修改内容后重新呈现整页内容；修订绝不等于确认。
完成标志：创始人对即将写入的准确文本表示同意。

Step 4: Write it

步骤4：写入文件

wiki/business/vision.md
, base-five frontmatter (
type: business
) plus 
strategy_state
(
parked
or 
cleared
), 
internal_receipt
, and 
external_receipt
, under 40 lines. A direction is 
cleared
only when the internal receipt points outside initiative/content output, the external receipt points to a dated 
type: research
file under 
wiki/research/
, both use 
<path>#<quote-anchor>
, and graph-audit verifies them. Otherwise set 
strategy_state: parked
, keep the gap in 
Parked recommendations
, and do not present the direction as ratified strategy.
The sections: Diagnosis · Direction · What we're not doing · This quarter · Review rhythm (one line: scored weekly by review, revisited quarterly) · Claim receipts (the calculation, exact quoted receipt, or founder-stated/unverified label for each factual or causal line). Reopen every cited source at write time, then update 
index.md
, link 
hub/business.md
, and append 
## [date] vision | <one-line direction>
to 
log.md
.
On first canonical write, replace the vision-stub link with the vision link in both 
index.md
and 
hub/business.md
, then delete 
wiki/business/vision-stub.md
. Treat those four changes as one close: the stub never leaves a dangling catalog or hub entry. Reconcile 
baton.md
and any pending pointer that names the retired stub in the same linked-state transaction.
A REVISION of an existing vision runs the same interview on what changed, and the change itself gets tested: a direction change that is hard to reverse, surprising, and a real tradeoff earns a decision row with its why. The old vision text survives inside the file under "Superseded <date>": the business remembers what it used to believe.
写入至 
wiki/business/vision.md
，包含基础五行前置内容（
type: business
）以及 
strategy_state
（
parked
或 
cleared
）、
internal_receipt
和 
external_receipt
，总内容不超过40行。只有当内部凭证指向外部项目/内容输出、外部凭证指向 
wiki/research/
下标注日期的 
type: research
文件、两者均使用 
<path>#<quote-anchor>
格式且经graph-audit验证通过时，方向才会被标记为 
cleared
。否则设置 
strategy_state: parked
，将差距记录在“待推进建议”中，且不得将该方向视为已批准的战略。
文件章节：诊断 · 方向 · 我们不做的事 · 本季度重点 · 复盘节奏（一行内容：每周由复盘环节评估，每季度重新审视） · 声明依据（每个事实或因果陈述对应的计算过程、准确引用的依据，或创始人声明/未验证标签）。写入时重新打开每个引用源，然后更新 
index.md
，链接 
hub/business.md
，并在 
log.md
中追加 
## [日期] vision | <一行方向描述>
。
首次正式写入时，将 
index.md
和 
hub/business.md
中的vision-stub链接替换为vision链接，然后删除 
wiki/business/vision-stub.md
。将这四项修改视为一个完整操作：确保草稿不会留下无效的目录或导航链接。在同一链接状态事务中协调 
baton.md
和任何指向已废弃草稿的待处理指针。
修订现有愿景时，需针对变化内容执行相同的访谈环节，且变化本身需经过验证：难以逆转、令人意外且涉及真实权衡的方向变更需记录决策行及原因。旧愿景文本会保留在文件中的“已取代 <日期>”部分：企业会记住自己曾经的信念。

Mandatory filing gate

强制归档检查

  1. Run 
    scripts/graph-audit
    on every touched durable file.
  2. Fix every violation and rerun it. The vision write and any state projection remain incomplete until it exits zero.
Done when: the file exists at the charter's path, the log carries the row, and (revisions) the supersession is on the record.
  1. 对所有涉及的持久文件运行 
    scripts/graph-audit
    。
  2. 修复所有问题后重新运行。只有当检查结果为零错误时，愿景文件写入和任何状态预测才算完成。
完成标志：文件已写入章程指定路径，日志已记录相关条目，且（修订场景下）已记录取代信息。

Step 5: Hand off

步骤5：交接

Two lines: the direction in one sentence, and the ONE next move: an active initiative gets re-checked against the new vision by review, a fresh start goes to plan ("what's the plan for <the quarter goal>").
Done when: the founder knows what the file says and what reads it next.
两行内容：用一句话概括方向，以及下一步唯一行动：现有项目需由复盘环节重新对照新愿景进行检查，新项目则进入规划环节（“<季度目标>的规划是什么”）。
完成标志：创始人清楚文件内容以及后续会由哪个流程读取该文件。