improve-business

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Chinese

Improve a Business

业务提升之旅

An interactive, resumable journey for a business that already runs but has stopped moving — real revenue, real customers, a flat line. Across eight phases it works the layers in order (strategy, execution, management, structure, motivation, metrics, margin, pricing), diagnosing before treating rather than chasing one tactic at a time. The agent asks before every decision and records each choice in

docs/

so the turnaround survives across sessions.

这是一个交互式、可续接的流程，适用于已投入运营但增长陷入停滞的企业——有真实营收、真实客户，但增长曲线持平。流程分为八个阶段，按顺序逐层推进（战略、执行、管理、架构、激励、指标、利润、定价），先诊断再解决问题，而非盲目尝试单一策略。Agent会在每一步决策前提问，并将所有选择记录在

docs/

目录下，确保业务转型进程可跨会话延续。

Core Principle

核心原则

A plateau is a diagnosis failure: diagnose before treating, and work the layers in order — strategy, execution, management, structure, motivation, metrics, margin, pricing. Poking one tactic at a time never breaks a plateau because the constraints compound. This skill sequences the phases, asks the decision questions, and records what was decided; the constituent skills carry the actual method — invoke them rather than improvising their frameworks.

增长瓶颈本质是诊断失误：先诊断再解决，按战略、执行、管理、架构、激励、指标、利润、定价的顺序逐层推进。 盲目尝试单一策略永远无法突破瓶颈，因为限制因素是相互叠加的。本流程负责规划阶段顺序、提出决策问题并记录结果；具体方法由各子技能提供——直接调用对应技能而非自行推演其框架。

Journey Map

流程阶段图

Phase	Skill	Question it answers	Artifact
1	good-strategy-bad-strategy	What single challenge is capping the business?	Creates docs/STRATEGY.md — GATE
2	traction-eos	How do we execute the strategy every week?	Creates docs/OPERATIONS.md
3	high-output-management	How does the operator multiply the team, not bottleneck it?	Extends docs/OPERATIONS.md
4	team-topologies	Is the org structure itself the constraint?	Extends docs/OPERATIONS.md
5	drive-motivation	Why has the team quietly checked out?	Extends docs/OPERATIONS.md
6	lean-analytics	Which one number tells us the truth?	Creates docs/METRICS.md
7	negotiation	Where are we leaking margin, and what do customers truly value?	Extends docs/CUSTOMER.md
8	monetizing-innovation	Are we charging for the value we deliver?	Extends docs/OFFER.md

阶段	技能	要解决的问题	产出物
1	good-strategy-bad-strategy	是什么核心挑战限制了业务增长？	创建docs/STRATEGY.md —— 关键关卡
2	traction-eos	如何将战略落实为每周运营节奏？	创建docs/OPERATIONS.md
3	high-output-management	管理者如何放大团队产出，而非成为瓶颈？	扩展docs/OPERATIONS.md
4	team-topologies	组织架构本身是否是限制因素？	扩展docs/OPERATIONS.md
5	drive-motivation	团队为何失去工作动力？	扩展docs/OPERATIONS.md
6	lean-analytics	哪个指标能反映业务真实状况？	创建docs/METRICS.md
7	negotiation	利润从何处流失，客户真正重视的价值是什么？	扩展docs/CUSTOMER.md
8	monetizing-innovation	我们是否为交付的价值收取了合理费用？	扩展docs/OFFER.md

Operating Rules

操作规则

Resume first. Before anything else, read
```
docs/IMPROVE-BUSINESS-PLAN.md
```
and every artifact in the Journey Map. If the tracker exists, summarize the journey state in 3-5 lines and ask which phase to enter. Done when the user has confirmed an entry point. A journey with a tracker is resumed, never restarted.
Intake on first run only. No tracker: run the Intake below, then create
```
docs/IMPROVE-BUSINESS-PLAN.md
```
with every phase statused
```
pending | in-progress | awaiting-evidence | done | deferred: reason | skipped: reason
```
. Done when the tracker exists and the user has confirmed the phase plan.
Phase entry. Announce: what the phase does, the decision it forces, the artifact it produces, rough effort. Offer proceed / skip / defer — phases marked GATE may be deferred, never skipped. Mark the phase
```
in-progress
```
on proceed. Done when the user chose.
Skill invocation and fallback. Load the phase's skill and use it: each phase's Invoke line names the skill by slug — use that skill to run the phase. If it is not available, offer:
```
npx skills add wondelai/skills/<slug> --global
```
. If the user declines, run the phase from its Brief — the minimum viable method. State which mode you are in.
In-phase decisions. Ask every question under "Decide with the user" — with concrete options and your recommendation. Record the choice in the tracker's Key Decisions. A decision made silently is a defect.
Phase exit. Present the draft artifact content for sign-off before writing. On approval: write or extend the docs/ files, update the tracker (status, Key Decisions, Next Actions). Done when the files are written and the phase row shows
```
done
```
.
Artifact discipline. Read before writing; create a file only if missing, otherwise extend — add or update your sections, preserve everyone else's. Files are UPPERCASE in
```
docs/
```
. Every recommendation lands as a checkbox or a table row with owner and priority. See references/artifact-templates.md when creating a docs/ file for the first time — create it from the full skeleton (all section headings), then fill the sections your phase names.
Diagnosis before treatment. No new initiative, reorg, or pricing change starts before
```
docs/STRATEGY.md
```
holds a written Diagnosis the user has confirmed. When asked to jump straight to Phase 4, 7, or 8, complete Phase 1 first (or confirm it is already done and recorded). Done when a confirmed Diagnosis exists before any treatment phase writes its artifact.

优先续接流程。首先读取
```
docs/IMPROVE-BUSINESS-PLAN.md
```
及流程阶段图中的所有产出物。若存在进度追踪文件，用3-5行总结当前状态，并询问用户进入哪个阶段。待用户确认进入点后完成此步骤。已有进度追踪的流程需续接，不得重新启动。
仅首次运行时进行初始调研。若无进度追踪文件：先完成下方的初始调研，再创建
```
docs/IMPROVE-BUSINESS-PLAN.md
```
，为每个阶段标记状态
```
pending | in-progress | awaiting-evidence | done | deferred: reason | skipped: reason
```
。待进度追踪文件创建完成且用户确认阶段计划后完成此步骤。
阶段启动。告知用户：本阶段的目标、需要做出的决策、将生成的产出物、大致工作量。提供继续/跳过/延后选项——标记为GATE的阶段可延后，但不可跳过。若用户选择继续，将阶段状态标记为
```
in-progress
```
。待用户做出选择后完成此步骤。
技能调用与备选方案。加载对应阶段的技能并使用：每个阶段的调用指令中会以slug形式指定技能——使用该技能推进阶段。若技能不可用，提示用户：
```
npx skills add wondelai/skills/<slug> --global
```
。若用户拒绝安装，则使用该技能的简要说明（最小可行方法）推进阶段，并告知当前使用的模式。
阶段内决策。询问“与用户共同决策”下的所有问题——提供具体选项及推荐方案。将选择记录在进度追踪文件的“关键决策”部分。未明确做出的决策视为流程缺陷。
阶段收尾。在写入文件前，先展示产出物草稿供用户确认。获得批准后：写入或扩展docs/目录下的文件，更新进度追踪文件（状态、关键决策、下一步行动）。待文件写入完成且阶段状态显示为
```
done
```
后完成此步骤。
产出物规范。先读取再写入；仅当文件不存在时创建，否则进行扩展——添加或更新你的内容，保留其他所有内容。docs/目录下的文件均为大写。所有建议需以复选框或包含负责人与优先级的表格行形式呈现。首次创建docs/目录下的文件时，参考references/artifact-templates.md——先创建完整的骨架（所有章节标题），再填充当前阶段对应的内容。
先诊断再解决。在
```
docs/STRATEGY.md
```
中记录用户确认的诊断结果前，不得启动任何新举措、重组或定价调整。若用户要求直接进入第4、7或8阶段，需先完成第1阶段（或确认该阶段已完成并记录在案）。待确认的诊断结果存在后，方可启动解决阶段的产出物撰写。

Intake

初始调研

Ask these before creating the tracker:

What is the plateau — flat revenue, rising churn, a team working hard with nothing moving? (Frames the Phase 1 diagnosis and the Phase 6 OMTM.)
What passes for your current strategy today — a deck, OKRs, a goal list, nothing written? (Feeds Phase 1; if none exists the diagnosis work is larger.)
How big is the team and how is it structured? (Sizes the Rocks and 1:1 system in Phases 2-3; gates Phase 4.)
Do you run technology teams, or is this a services / brick-and-mortar business? (
```
team-topologies
```
is engineering-specific — skip Phase 4 for non-tech orgs.)
When was pricing last set, and on what basis — cost-plus, competitor, or value? (Gates Phase 8; cost/competitor pricing signals margin left on the table.)
What is your sales win rate, and do you hear price objections? (Near-100% win rate with no pushback signals minivation — Phase 8.)
Where does work get stuck — within teams or between them? (Between-team stalls point at Phase 4; within-team points at Phases 3 and 5.)

Phase-skip heuristics: skip Phase 4 when you don't run technology teams or teams already deliver cleanly; skip Phase 5 when morale is engaged and not the constraint; skip Phase 7 when no large renewals or vendor contracts are in play; skip Phase 8 only if pricing was recently repriced from validated willingness to pay.

Then create

docs/IMPROVE-BUSINESS-PLAN.md

from the template and confirm the phase plan. Done when

docs/IMPROVE-BUSINESS-PLAN.md

exists with every phase statused and the user has confirmed the plan.

创建进度追踪文件前，先询问以下问题：

增长瓶颈具体表现是什么——营收持平、客户流失上升、团队努力但无进展？（为第1阶段的诊断及第6阶段的OMTM提供依据。）
你当前的战略以何种形式存在——演示文稿、OKRs、目标列表、无书面内容？（为第1阶段提供信息；若无书面战略，诊断工作难度更大。）
团队规模多大，架构如何？（为第2-3阶段的核心任务与1:1沟通体系提供参考；是第4阶段的前置条件。）
你管理的是技术团队，还是服务/实体业务？（
```
team-topologies
```
专为技术团队设计——非技术组织可跳过第4阶段。）
上一次定价是什么时候，基于什么依据——成本加成、竞品定价、价值定价？（是第8阶段的前置条件；成本/竞品定价意味着利润仍有提升空间。）
你的销售赢单率是多少，是否收到过价格异议？（接近100%的赢单率且无价格异议意味着定价过低——对应第8阶段。）
工作卡在何处——团队内部还是团队之间？（团队间的停滞指向第4阶段；团队内的停滞指向第3和第5阶段。）

阶段跳过准则：非技术团队或团队已能顺畅交付成果时，跳过第4阶段；团队士气高昂且并非限制因素时，跳过第5阶段；无大额续约或供应商合同需处理时，跳过第7阶段；仅当近期基于验证的支付意愿重新定价后，方可跳过第8阶段。

随后根据模板创建

docs/IMPROVE-BUSINESS-PLAN.md

并确认阶段计划。待

docs/IMPROVE-BUSINESS-PLAN.md

创建完成，所有阶段已标记状态且用户确认计划后完成此步骤。

Phases

各阶段详情

Phase 1 — Diagnose the real challenge (good-strategy-bad-strategy) — GATE

阶段1 —— 诊断核心挑战（good-strategy-bad-strategy）—— 关键关卡

Purpose: Name the single critical challenge capping the business, so every later layer works the right constraint. Phases 2-8 may not start before this Diagnosis is confirmed.

Brief (fallback): Good strategy has a kernel — an honest diagnosis of the critical challenge, a guiding policy, and coherent actions. Bad strategy is fluff, goals dressed as strategy, and forty "priorities" that concentrate nothing. Treat the funnel as a chain-link system and find the one binding link; investing in strong links is wasted until the weak one is fixed. Set a proximate objective close enough that the team can see how to hit it, and force a no-list.

Invoke: Use the

good-strategy-bad-strategy

skill with the current annual plan, OKRs, or deck pasted in. Ask it to (a) audit the plan as strategy and score it 0-10, (b) write a proper kernel, (c) name the binding chain-link constraint and one proximate objective for the quarter.

Decide with the user: Does the diagnosis name the real obstacle, not a symptom? Which single link (lead-gen / activation / retention / expansion) is the binding constraint, and what is the proximate objective? What goes on the no-list — what will you deliberately stop doing?

Artifact: Create docs/STRATEGY.md with

## Diagnosis

(critical challenge + binding constraint),

## Guiding Policy

(including the proximate objective),

## Coherent Actions

(Action | Owner | Due | Status), and

## No-List

. Update the tracker.

Done when: STRATEGY.md holds a confirmed Diagnosis, a Guiding Policy, 3-5 Coherent Actions with owners, and a No-List — only then are Phases 2-8 unlocked.

目标： 明确限制业务增长的单一核心挑战，确保后续所有环节都针对正确的约束因素。在确认诊断结果前，不得启动第2-8阶段。

备选简要方法： 优秀战略包含核心要素——对关键挑战的坦诚诊断、指导方针、连贯行动。糟糕战略是空话、伪装成战略的目标，以及分散精力的四十个“优先级”。将业务漏斗视为链式系统，找到最薄弱的一环；在薄弱环节修复前，对强环节的投入都是浪费。设定一个团队可清晰看到实现路径的近期目标，并制定“不做清单”。

调用技能： 使用

good-strategy-bad-strategy

技能，传入当前的年度计划、OKRs或演示文稿。要求其（a）审核现有计划是否符合战略定义并打分（0-10分），（b）撰写完整的战略核心要素，（c）明确链式系统中的薄弱环节及本季度的一个近期目标。

与用户共同决策： 诊断结果是否指出了真正的障碍而非表象？哪个环节（获客/激活/留存/增值）是最薄弱的约束因素，对应的近期目标是什么？“不做清单”包含哪些内容——你将刻意停止哪些工作？

产出物： 创建docs/STRATEGY.md，包含

## 诊断结果

（核心挑战+薄弱约束因素）、

## 指导方针

（含近期目标）、

## 连贯行动

（行动 | 负责人 | 截止日期 | 状态）、

## 不做清单

。更新进度追踪文件。

完成标志： STRATEGY.md包含已确认的诊断结果、指导方针、3-5项明确负责人的连贯行动及不做清单——此时第2-8阶段方可解锁。

Phase 2 — Install an execution rhythm (traction-eos)

阶段2 —— 建立执行节奏（traction-eos）

Purpose: Convert the strategy into a weekly operating rhythm that survives Monday.

Brief (fallback): Vision without traction is hallucination. Set 3-7 quarterly Rocks — each with one owner, SMART, binary (done or not, no partial credit) — aimed at the proximate objective. Install the Level 10 Meeting: same day and time, 90 minutes, fixed agenda ending in 60 minutes of IDS (Identify, Discuss, Solve) driven to root cause. Never cancel it.

Invoke: Use the

traction-eos

skill with STRATEGY.md's guiding policy and proximate objective. Ask for (a) 5-7 quarterly Rocks with owners and binary criteria, flagging any that are business-as-usual, (b) a Level 10 agenda with time boxes, (c) an IDS pass on the top recurring issue.

Decide with the user: Which 5-7 Rocks make the quarter (cap at seven)? Who owns each? What weekly cadence for the Level 10, and who facilitates?

Artifact: Create docs/OPERATIONS.md with

## Vision/Traction Summary

## Rocks (this quarter)

(Rock | Owner | Binary done-condition | Status), and

## Meeting Cadence

(Meeting | Rhythm | Agenda). Update the tracker.

Done when: OPERATIONS.md holds 5-7 owned binary Rocks tied to the proximate objective and a scheduled Level 10 cadence the user has committed to.

目标： 将战略转化为可持续的每周运营节奏。

备选简要方法： 无执行落地的愿景只是空想。设定3-7个季度核心任务（Rocks）——每个任务有唯一负责人、符合SMART原则、结果二元化（完成或未完成，无部分完成）——聚焦于近期目标。建立Level 10会议机制：固定日期和时间，时长90分钟，固定议程，最后60分钟用于IDS（识别、讨论、解决）问题并深挖根本原因。绝不取消该会议。

调用技能： 使用

traction-eos

技能，传入STRATEGY.md中的指导方针和近期目标。要求其（a）生成5-7个带负责人和二元完成标准的季度核心任务，标记其中属于日常业务的任务，（b）制定带时间框的Level 10会议议程，（c）对首要重复问题进行IDS分析。

与用户共同决策： 本季度选择哪5-7个核心任务（最多7个）？每个任务的负责人是谁？Level 10会议的每周节奏如何，谁来主持？

产出物： 创建docs/OPERATIONS.md，包含

## 愿景/执行摘要

、

## 季度核心任务

（任务 | 负责人 | 二元完成条件 | 状态）、

## 会议节奏

（会议 | 频率 | 议程）。更新进度追踪文件。

完成标志： OPERATIONS.md包含5-7个与近期目标绑定、有明确负责人的二元核心任务，以及用户承诺执行的Level 10会议节奏。

Phase 3 — Manage for output, not activity (high-output-management)

阶段3 —— 以产出为导向管理（high-output-management）

Purpose: Multiply the team's output by getting the operator off the critical path.

Brief (fallback): A manager's output equals the output of their organization plus the neighboring teams they influence. Negative-leverage habits — meddling, waffling, being the approval bottleneck — multiply downward. High-leverage tools: subordinate-owned 1:1s at a cadence set by task-relevant maturity (TRM), and delegation-with-monitoring — delegate what you know best, monitor at task level, sample deeper when TRM is low, lighter as it rises.

Invoke: Use the

high-output-management

skill with the operator's last two weeks of calendar and the tasks they keep grabbing back. Ask for a leverage audit, a redesigned week built around forecasted key events, and a 1:1 plus delegation system for direct reports.

Decide with the user: Which negative-leverage habits to cut? The 1:1 cadence per report (set by TRM, not seniority)? Which tasks to delegate-with-monitoring off the critical path?

Artifact: Extend docs/OPERATIONS.md: add

## Management Leverage

(1:1 cadence per report, delegation decisions, monitoring depth). Update the tracker.

Done when: OPERATIONS.md records a 1:1 cadence for every direct report and at least one delegation decision that removes the operator as a bottleneck.

目标： 通过让管理者脱离关键路径，放大团队产出。

备选简要方法： 管理者的产出等于其管辖组织的产出加上受其影响的相邻团队的产出。负杠杆习惯——干预细节、犹豫不决、成为审批瓶颈——会降低整体产出。高杠杆工具：由下属主导的1:1沟通（节奏根据任务相关成熟度TRM设定），以及带监控的授权——授权你最擅长的工作，按任务级别监控；TRM较低时深入监控，TRM提升后减少监控。

调用技能： 使用

high-output-management

技能，传入管理者过去两周的日程安排及他们反复接手的任务。要求其进行杠杆审计，重新规划以关键事件为核心的一周日程，并为直属下属制定1:1沟通及授权体系。

与用户共同决策： 要摒弃哪些负杠杆习惯？针对每位下属的1:1沟通节奏（按TRM设定，而非资历）？将哪些任务通过带监控的授权移出关键路径？

产出物： 扩展docs/OPERATIONS.md：添加

## 管理杠杆

（每位下属的1:1沟通节奏、授权决策、监控深度）。更新进度追踪文件。

完成标志： OPERATIONS.md记录了每位直属下属的1:1沟通节奏，以及至少一项将管理者从瓶颈中解放出来的授权决策。

Phase 4 — Reshape teams around value streams (team-topologies)

阶段4 —— 围绕价值流重塑团队（team-topologies）

Purpose: Remove structural friction when work keeps getting stuck between teams rather than within them.

Brief (fallback): Conway's law — you ship your communication structure. Reduce every team to one of four types: stream-aligned (the default), enabling, complicated-subsystem, platform. Cap cognitive load: at most one complicated domain per team; never split a single domain across two teams. Shed domains or remove extraneous load before adding headcount. Define each interaction mode: collaboration, X-as-a-service, or facilitating.

Invoke: Use the

team-topologies

skill with each current team and what it does day to day. Ask it to classify teams, flag anti-patterns (shared-services ticket queue, teams split by function not value stream), diagnose cognitive load, and propose value-stream-aligned boundaries with explicit interaction modes.

Decide with the user: First — is the plateau structural (handoffs dominate lead time, recurring coordination meetings, everyone's-and-no-one's ownership)? If not, skip. If yes: which domains to shed, which extraneous load to platform-ize.

Artifact: Extend docs/OPERATIONS.md: add

## Team Structure

(team topology, per-team type, cognitive-load notes, interaction modes). Update the tracker.

Done when: either the phase is skipped with a recorded reason, or OPERATIONS.md holds a four-type classification and a proposed value-stream structure with interaction modes.

目标： 当工作卡在团队之间而非内部时，消除架构摩擦。

备选简要方法： 康威定律——你的交付结构等同于你的沟通结构。将所有团队归为四类：面向流（默认类型）、赋能型、复杂子系统型、平台型。控制认知负荷：每个团队最多负责一个复杂领域；绝不能将单一领域拆分到两个团队。在增加人员前，先剥离非核心领域或减少额外负荷。定义每种交互模式：协作、X-as-a-service、赋能。

调用技能： 使用

team-topologies

技能，传入当前各团队的日常工作内容。要求其对团队进行分类，标记反模式（共享服务工单队列、按职能而非价值流拆分团队），诊断认知负荷，并提出面向价值流的团队边界及明确的交互模式。

与用户共同决策： 首先——增长瓶颈是否由架构导致（交接耗时占主导、重复协调会议、责任模糊）？若否，跳过本阶段。若是：剥离哪些非核心领域，将哪些额外负荷平台化？

产出物： 扩展docs/OPERATIONS.md：添加

## 团队架构

（团队拓扑、各团队类型、认知负荷说明、交互模式）。更新进度追踪文件。

完成标志： 要么记录原因并跳过本阶段，要么OPERATIONS.md包含四类团队分类及带交互模式的面向价值流架构方案。

Phase 5 — Re-motivate the people who checked out (drive-motivation)

阶段5 —— 重新激励失去动力的团队（drive-motivation）

Purpose: Rebuild intrinsic motivation instead of throwing money at disengagement.

Brief (fallback): For any task needing cognitive effort, if-then rewards degrade performance — they crowd out intrinsic motivation, narrow focus, foster short-term thinking. What sustains it is Autonomy (task, time, technique, team), Mastery (visible progress at a challenge between boredom and anxiety), and Purpose (serving something larger than the quarter). Pay enough to take money off the table, then stop using it as the lever; replace if-then bonuses with now-that recognition.

Invoke: Use the

drive-motivation

skill with how incentives, reviews, and goals currently run. Ask for an AMP audit scored 0-10, the places controlling if-then rewards crowd out motivation, and specific autonomy / mastery / purpose fixes including a shift to now-that recognition.

Decide with the user: Which if-then rewards to retire? Which autonomy levers (the four T's) to grant? How to convert recognition from if-then to now-that?

Artifact: Extend docs/OPERATIONS.md: add

## Motivation (Autonomy / Mastery / Purpose)

(Lever | Finding | Fix). Update the tracker.

Done when: OPERATIONS.md holds an AMP audit with at least one concrete fix per pillar, and the decision on if-then versus now-that rewards is recorded.

目标： 重建内在动力，而非用金钱解决团队倦怠问题。

备选简要方法： 对于任何需要认知投入的任务，“完成则奖励”的机制会降低绩效——它会挤出内在动力、缩小关注点、催生短期思维。维持内在动力的三要素是：自主（任务、时间、方法、团队）、精通（在无聊与焦虑之间的挑战中可见的进步）、目标（服务于比季度目标更宏大的事物）。支付足够薪酬以消除金钱顾虑，之后不再将其作为激励杠杆；用“事后认可”替代“完成则奖励”的奖金机制。

调用技能： 使用

drive-motivation

技能，传入当前的激励机制、评估体系及目标设定方式。要求其进行AMP（自主/精通/目标）审计并打分（0-10分），找出“完成则奖励”机制挤出内在动力的环节，提出具体的自主/精通/目标改进方案，包括转向事后认可的机制。

与用户共同决策： 取消哪些“完成则奖励”的机制？授予哪些自主杠杆（四个T：任务、时间、方法、团队）？如何将认可机制从“完成则奖励”转为“事后认可”？

产出物： 扩展docs/OPERATIONS.md：添加

## 动力（自主/精通/目标）

（杠杆 | 现状 | 改进方案）。更新进度追踪文件。

完成标志： OPERATIONS.md包含AMP审计结果及每个支柱至少一项具体改进方案，并记录了关于“完成则奖励”与“事后认可”的决策。

Phase 6 — Measure the one number that tells the truth (lean-analytics)

阶段6 —— 聚焦反映真实状况的核心指标（lean-analytics）

Purpose: Replace a dashboard of vanity metrics with one honest number tied to the riskiest assumption.

Brief (fallback): Good metrics are comparative, understandable, ratios or rates (not ever-growing totals), and behavior-changing — if a number won't change what you do next, stop watching it. The cumulative up-and-to-the-right chart is the top vanity tell. Pick one OMTM for the riskiest part of the business right now, guard it with a counter-metric so it can't be gamed, and draw a line in the sand: a target, a date, and a pre-committed miss response decided before results arrive.

Invoke: Use the

lean-analytics

skill with the current dashboard and the business model and stage. Ask it to purge vanity metrics into actionable ratios, name the OMTM plus counter-metric, and build cohort retention tables to test the stickiness gate.

Decide with the user: What business model and stage are we in? Which single OMTM and counter-metric? The line in the sand — target, date, and pre-committed action if we miss?

Artifact: Create docs/METRICS.md with

## Stage & One Metric That Matters

## KPI Definitions

(Metric | Definition | Actionable ratio? | Owner),

## Baselines & Targets

(including the line in the sand),

## Funnel

, and

## Cohort Notes

. Update the tracker.

Done when: METRICS.md names one OMTM with a counter-metric and a line in the sand, and the vanity metrics are rewritten as actionable ratios.

目标： 用一个与最风险假设绑定的真实指标替代 vanity metrics（虚荣指标）仪表盘。

备选简要方法： 优秀指标具备可比性、易懂、为比率或速率（而非持续增长的总数）、能改变行为——若一个指标无法影响你的下一步行动，停止追踪它。持续上升的累计图表是典型的虚荣指标。为当前业务最具风险的部分选择一个OMTM（One Metric That Matters，核心指标），并用反向指标防止被操纵，同时设定明确阈值：目标值、截止日期、未达标时的预设应对方案（需在结果出来前确定）。

调用技能： 使用

lean-analytics

技能，传入当前的仪表盘、商业模式及业务阶段。要求其剔除虚荣指标并转化为可行动的比率，确定OMTM及反向指标，构建 cohort retention（ cohort留存）表格以测试留存关卡。

与用户共同决策： 我们处于何种商业模式与业务阶段？选择哪个OMTM及对应的反向指标？设定的阈值——目标值、截止日期、未达标时的预设行动是什么？

产出物： 创建docs/METRICS.md，包含

## 阶段与核心指标

、

## KPI定义

（指标 | 定义 | 是否为可行动比率？ | 负责人）、

## 基准与目标

（含阈值设定）、

## 漏斗

、

## Cohort留存说明

。更新进度追踪文件。

完成标志： METRICS.md明确了一个带反向指标和阈值的OMTM，且虚荣指标已转化为可行动的比率。

Phase 7 — Stop leaking margin in negotiations (negotiation)

阶段7 —— 停止谈判中的利润流失（negotiation）

Purpose: Protect price in renewals and vendor contracts, and capture what customers truly value.

Brief (fallback): The path to a good deal runs through making the other side feel understood; no deal beats a bad deal. Tools: the accusation audit (preemptively voice their objections), calibrated questions ("how am I supposed to do that?"), labeling ("it sounds like…"), and the Ackerman plan (decreasing increments ending on a precise non-round number plus a non-monetary sweetener). Hunt the Black Swans — secret constraints, hidden motivations, unknown context — behind any competing bid; it is rarely the real story.

Invoke: Use the

negotiation

skill with the specific renewal or vendor contract (numbers, the threat, your instinct). Ask for an accusation audit, five calibrated questions to surface the Black Swan, and an Ackerman plan with a non-monetary concession — never concede without getting something back.

Decide with the user: For each big negotiation: the target and walk-away, the concessions you will trade (never for free), and the real driver (Black Swan) behind the price threat.

Artifact: Extend docs/CUSTOMER.md: add to

## Competing Alternatives

(the competing bids customers cite and their real weaknesses) and

## Interview Evidence

(concrete facts and Black Swans surfaced in the renewal — what the customer actually values). Update the tracker.

Done when: the negotiation is prepped with an accusation audit, calibrated questions, and an Ackerman plan, and CUSTOMER.md records the real drivers surfaced.

目标： 在续约与供应商合同中保护价格，捕捉客户真正重视的价值。

备选简要方法： 达成好交易的关键是让对方感受到被理解；没有交易胜过糟糕的交易。工具包括：指责审计（提前说出对方的异议）、校准问题（“我该如何做到这一点？”）、标签法（“听起来……”）、Ackerman计划（递减幅度的报价，最终以精确的非整数金额加上非金钱甜头收尾）。寻找黑天鹅——任何竞标背后的秘密约束、隐藏动机、未知背景；这往往才是真实原因。

调用技能： 使用

negotiation

技能，传入具体的续约或供应商合同（金额、威胁、你的直觉）。要求其制定指责审计、五个用于挖掘黑天鹅的校准问题、带非金钱让步的Ackerman计划——绝不无偿让步。

与用户共同决策： 对于每笔重大谈判：目标价格与底线、可用于交易的让步（绝不无偿）、价格威胁背后的真实驱动因素（黑天鹅）是什么？

产出物： 扩展docs/CUSTOMER.md：添加到

## 竞品方案

（客户提及的竞标方案及其真实弱点）和

## 访谈证据

（续约中发现的具体事实与黑天鹅——客户真正重视的价值）。更新进度追踪文件。

完成标志： 谈判已准备好指责审计、校准问题及Ackerman计划，且CUSTOMER.md记录了挖掘出的真实驱动因素。

Phase 8 — Reprice around delivered value (monetizing-innovation)

阶段8 —— 基于交付价值重新定价（monetizing-innovation）

Purpose: Recover margin by repricing from validated willingness to pay, not cost or competitors.

Brief (fallback): Price is a diagnostic of value. Name the monetization failure: feature shock, minivation (right product priced too timidly — signature: near-100% win rate, no price pushback), hidden gem, or undead. Segment by willingness to pay, not demographics. Class every feature leader / filler / killer; never give the leader away in the cheapest tier or bundle a killer that makes buyers reject the package. Validate with acceptable / expensive / prohibitive probes before shipping any change.

Invoke: Use the

monetizing-innovation

skill with current pricing, tiers, win rates, and deal data, plus the WTP signals from Phase 7. Ask it to diagnose the monetization failure, run leader-filler-killer on the tiers, and design a WTP conversation to run before any price change ships.

Decide with the user: Which monetization failure fits the evidence? The tier restructure (which tier you actually want to sell, the premium anchor)? Whether to run WTP conversations before repricing.

Artifact: Extend docs/OFFER.md: add

## Offer Stack

## Willingness-to-Pay Evidence

(Segment | Acceptable | Expensive | Prohibitive | Source),

## Leader / Filler / Killer Features

## Tiers (Good / Better / Best)

, and

## Price Metric

. Update the tracker.

Done when: OFFER.md names the monetization failure, a leader-filler-killer classification, and a repriced tier structure backed by WTP evidence (or a scheduled WTP conversation).

目标： 通过基于验证的支付意愿重新定价，而非成本或竞品定价，恢复利润。

备选简要方法： 价格是价值的体现。明确 monetization（变现）失效类型：功能过载、定价保守（特征：接近100%赢单率，无价格异议）、隐藏价值、僵尸业务。按支付意愿而非人口统计特征细分客户。将每个功能分为核心/填充/杀手三类；绝不在最便宜的套餐中提供核心功能，也不捆绑会让客户拒绝套餐的杀手功能。在实施任何变更前，用可接受/昂贵/ prohibitive（过高）的调研验证支付意愿。

调用技能： 使用

monetizing-innovation

技能，传入当前定价、套餐、赢单率、交易数据，以及第7阶段的支付意愿信号。要求其诊断变现失效类型，对套餐进行核心/填充/杀手功能分类，并设计在定价变更前进行的支付意愿调研对话。

与用户共同决策： 哪种变现失效类型符合当前情况？套餐重构方案（你真正想主推的套餐、高端锚点）？是否在重新定价前进行支付意愿调研？

产出物： 扩展docs/OFFER.md：添加

## 产品/服务套餐

、

## 支付意愿证据

（细分群体 | 可接受 | 昂贵 | 过高 | 来源）、

## 核心/填充/杀手功能

、

## 套餐（基础/进阶/高端）

、

## 定价指标

。更新进度追踪文件。

完成标志： OFFER.md明确了变现失效类型、核心/填充/杀手功能分类，以及基于支付意愿证据的重新定价套餐结构（或已安排支付意愿调研）。

Optional Phases

可选阶段

Skill	Add when	Artifact
blue-ocean-strategy	the market is commoditized and competition is on price	Extends docs/STRATEGY.md ( `## Strategy Canvas & ERRC Grid` )
hundred-million-offers	the offer itself is weak, not just the pricing	Extends docs/OFFER.md ( `## Offer Stack` )
jobs-to-be-done	customers churn and nobody knows which job the product lost	Extends docs/CUSTOMER.md ( `## Job Statement` , `## Job Dimensions` )
obviously-awesome	the market misunderstands what the business is	Extends docs/POSITIONING.md
37signals-way	the org overplans and underships	Extends docs/OPERATIONS.md

Optional phases follow the same operating rules — load and use each listed skill exactly as a core phase would; insert where the Add-when condition first becomes true.

技能	适用场景	产出物
blue-ocean-strategy	市场已同质化，竞争聚焦于价格	扩展docs/STRATEGY.md（ `## 战略画布与ERRC矩阵` ）
hundred-million-offers	产品/服务本身竞争力弱，而非仅定价问题	扩展docs/OFFER.md（ `## 产品/服务套餐` ）
jobs-to-be-done	客户流失但无人知晓产品未能满足何种需求	扩展docs/CUSTOMER.md（ `## 需求声明` 、 `## 需求维度` ）
obviously-awesome	市场误解了企业的定位	扩展docs/POSITIONING.md
37signals-way	组织过度规划而交付不足	扩展docs/OPERATIONS.md

可选阶段遵循相同操作规则——完全按核心阶段的方式加载并使用对应技能；在适用场景首次出现时插入。

Common Mistakes

常见误区

Mistake	Fix
Jumping to tactics before the diagnosis	Complete Phase 1 first — the chain-link constraint tells you which single link to work; effort on strong links is wasted.
Treating the strategy offsite as the finish line	Install the Level 10 cadence (Phase 2) and never cancel it — the weekly rhythm is what changes behavior.
Confusing being busy with creating output	Apply Grove's equation (Phase 3): delegate what you know best, monitor by TRM, and get off the critical path.
Reorganizing when the problem isn't structure	Run Phase 4 only when handoffs dominate lead time; if teams already deliver cleanly, skip it.
Throwing money at disengagement	Pay fairly, then rebuild autonomy, mastery, and purpose (Phase 5); replace if-then bonuses with now-that recognition.
Repricing from cost or competitors, not value	A high win rate with no price pushback signals undercharging — reprice from validated WTP and segment by it (Phase 8).

误区	解决方案
未诊断就直接尝试策略	先完成第1阶段——链式约束因素会告诉你应聚焦哪个环节；对强环节的投入都是浪费。
将战略研讨会视为终点	建立Level 10会议节奏（第2阶段）并绝不取消——每周节奏才是改变行为的关键。
将忙碌等同于产出	应用Grove公式（第3阶段）：授权你最擅长的工作，按TRM监控，脱离关键路径。
问题不在架构却进行重组	仅当交接耗时占主导时才运行第4阶段；若团队已能顺畅交付，跳过该阶段。
用金钱解决团队倦怠	支付公平薪酬，然后重建自主、精通与目标（第5阶段）；用事后认可替代“完成则奖励”的奖金。
基于成本或竞品而非价值定价	高赢单率且无价格异议意味着定价过低——基于验证的支付意愿重新定价并按此细分客户（第8阶段）。

Completing the Journey

流程收尾

Exit checklist:

docs/STRATEGY.md holds a confirmed Diagnosis, Guiding Policy, Coherent Actions, and No-List
docs/OPERATIONS.md holds owned Rocks, a Level 10 cadence, management leverage, and (where structural) team structure and motivation fixes
docs/METRICS.md names one OMTM, a counter-metric, and a line in the sand
docs/OFFER.md is repriced from validated WTP, and docs/CUSTOMER.md records the real drivers surfaced in renewals

Close the tracker: every phase

done

skipped: reason

, and carry each open Next Action into the relevant artifact as a checkbox or table row with an owner. Then route forward:

When the fundamentals work again and the goal shifts to expansion, continue with the
```
grow-business
```
skill.
When the product itself is what drags the business down, continue with the
```
improve-app
```
skill.

退出检查清单：

docs/STRATEGY.md包含已确认的诊断结果、指导方针、连贯行动及不做清单
docs/OPERATIONS.md包含核心任务、Level 10会议节奏、管理杠杆，以及（若涉及架构）团队架构与动力改进方案
docs/METRICS.md明确了OMTM、反向指标及阈值
docs/OFFER.md基于验证的支付意愿重新定价，且docs/CUSTOMER.md记录了续约中挖掘出的真实驱动因素

关闭进度追踪文件：所有阶段标记为

done

或

skipped: reason

，并将每个未完成的下一步行动作为复选框或带负责人的表格行添加到对应产出物中。随后引导后续流程：

若基础业务恢复正常且目标转为扩张，继续使用
```
grow-business
```
技能。
若产品本身拖累业务，继续使用
```
improve-app
```
技能。