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Found 43 Skills
Benchmarking and competitive analysis techniques. Compares performance, processes, and practices against industry standards, competitors, and best-in-class organizations.
Model best-case, worst-case, and likely revenue scenarios with sensitivity analysis for strategic planning
Conduct a systematic analysis of macro-environmental factors—Political, Economic, Social, Technological, Environmental, and Legal—that could impact your product or project. Use this to identify ex
Analyze business portfolio using BCG Growth-Share Matrix. Use for portfolio management, resource allocation, and strategic planning across multiple business units or products.
Analyze barriers to market entry and exit. Use for market attractiveness assessment, competitive dynamics, and strategic planning.
Visualize Key Purchase Criteria importance and performance. Use for competitive positioning and product strategy.
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.
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.