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magnus919magnus919/agent-skills/strategy-frameworks/SKILL.md

strategy-frameworks

Skill172 starsChanged 4 months agoMITView on GitHub

Structure organizational strategy work: strategic direction, competitive and industry analysis, growth options, capital allocation, acquisitions, and portfolio choices. Use when framing consequential choices about where to compete, how to pursue an opportunity, or how to compare strategic options. Do not use this skill for unrelated requests; route to the nearest named specialist.

3 other projects use a version of this.

Adopted by

Most recently taken up by

The file

We split this skill into the rules it gives an agent

3 rules. 0 are common, 3 are distinctive, and 0 are very specific to this project.

  • 0

    Common

    Most of the 3 edited versions we read keep these.

  • 3

    Distinctive

    This author's own choices. Worth a look.

  • 0

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Distinctive:

    Use a framework to make assumptions, alternatives, evidence, and trade-offs visible.

    line 18
  2. Distinctive:

    Use the relevant framework to generate questions and options, not a verdict.

    line 31
  3. Distinctive:

    Stop when the artifact names the decision, alternatives, evidence, key assumptions, trade-offs, and next validation or decision step.

    line 44

“Common” is measured: kept by at least 6 in 10 of the 3 edited versions of this file we could read. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

Strategy Frameworks

Use a framework to make assumptions, alternatives, evidence, and trade-offs visible. Select a reference for the decision at hand rather than applying every framework.

NeedLoad
Direction, OKRs, values, or a narrativereferences/strategic-planning.md
Industry structure, positioning, or potential advantagesreferences/competitive-analysis.md
Growth options, maturity states, or market entryreferences/growth-strategy.md
Capital choices, acquisitions, or a business portfolioreferences/resource-allocation.md
Provenance and catalog boundariesreferences/source-index.md

Working Method

  1. State the decision, decision owner, constraints, and evidence available.
  2. Use the relevant framework to generate questions and options, not a verdict.
  3. Record assumptions, uncertainties, trade-offs, and conditions that would change the recommendation.
  4. Pair strategic logic with appropriate financial, customer, technical, legal, or operational analysis.

When Not to Use

  • For stakeholder interviews and raw requirement discovery, use product-discovery.
  • For feature prioritization, specifications, and product communications, use product-methodology.
  • For quantitative scenarios, valuation, unit economics, or capital-model calculations, use financial-modeling.
  • For technology adoption posture and architecture governance, use technology-radar.

Completion

Stop when the artifact names the decision, alternatives, evidence, key assumptions, trade-offs, and next validation or decision step. It should not present a framework classification as a prediction or decision by itself.

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