AI Skill Pod

Skill library

Ready-to-use skills for business teams. Add one to your pod and everyone's AI uses the same version.

Thinkers' principles

  • Bezos-style one-way or two-way door check Official
    Sorts pending decisions into one-way and two-way doors, matches each to a careful or a quick process, and checks the information level, disagree and commit, and what needs escalating.
  • Bezos-style working-backwards PR/FAQ Official
    Writes or reviews an internal PR/FAQ before anything is built: a one-page press release from the customer's side, a so-what test, an FAQ with the hard questions, and what would stop it.
  • Buffett-style moat and margin-of-safety check Official
    Checks a business or a purchase for an enduring moat, a known circle of competence and a margin of safety, as Warren Buffett describes them in the Berkshire letters. Not investment advice.
  • Dalio-style believability-weighted decision Official
    Weighs a team's views on one decision by each person's track record and reasoning on that question, compares it with the majority, and writes the criteria down as a reusable principle.
  • Ford-style flow and waste review Official
    Follows one item through a process and checks it against Henry Ford's flow principles: bring the work to the person, arrange steps in sequence, fixed handoffs, paced by trial, minimal stock.
  • Grove-style managerial leverage audit Official
    Audits a manager's week against Andy Grove's output view of management: whose output each activity raises, what to delegate or teach, can't versus won't, one-on-ones, and output-based key results.
  • Inamori-style 'right as a person' check Official
    Checks a hard business decision or plan against what Kazuo Inamori called the root of the Kyocera Philosophy, what is right as a human being, and his Twelve Management Principles.
  • Inamori-style small-unit profit review Official
    Reviews how your teams are split into small profit units and measured, against Kazuo Inamori's published principles: own leader and plan, added value per hour, everyone takes part.
  • Matsushita-style collective-wisdom review Official
    Plans how a decision gathers the knowledge of the people who do the work, and checks the decider listens openly first, following the collective wisdom Konosuke Matsushita practised.
  • Matsushita-style dam management check Official
    Checks the reserve your business holds in cash, equipment, people, stock, technology and products, against the dam management Konosuke Matsushita described, and says where to build it.
  • Munger-style inversion review Official
    Reviews a plan by inversion: lists how it would surely fail, separates what the business couldn't survive, and checks it through several models, from ideas Charlie Munger described.
  • Musk-style 5-step requirements algorithm Official
    Takes a process or specification through the five steps Elon Musk described, in order: question each requirement and its owner, delete, simplify, speed up, and automate last.
  • Musk-style first-principles cost teardown Official
    Rebuilds the cost of a product or service from its basic inputs, built on the first-principles approach Musk described: price the inputs, compare that floor with today's price, and explain the gap.
  • Ohno-style 5 whys root-cause analysis Official
    Finds the root cause of a problem with the 5 whys Taiichi Ohno illustrated: a measured gap, a chain of whys with evidence at each step, and a fix for the cause, not the symptom.
  • Ohno-style seven wastes review Official
    Walks one process step by step, sorts it into value-creating work, incidental work and Taiichi Ohno's seven wastes, ranks the wastes and proposes what to remove first.
  • Paul Graham-style unscalable launch plan Official
    Turns a product idea into a plan for its first users from Paul Graham's essay Do Things that Don't Scale: a narrow start, users recruited by hand, manual steps, no big launch, weekly growth.
  • Thiel-style contrarian truth check Official
    Tests whether a thesis or product bet rests on a real non-consensus belief, using the contrarian question Peter Thiel poses in Zero to One, and names the next step.
  • Thiel-style monopoly characteristics check Official
    Checks whether a business could dominate its market against Peter Thiel's 2014 lecture: honest market definition, a small market to take first, and the four characteristics of a monopoly.