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.

Strategy

  • Beachhead segment plan Official
    Scores candidate segments and picks one beachhead with its compelling reason to buy, lists the whole-product gaps, drafts a positioning line, and names the next adjacent segments.
  • Build-measure-learn loop Official
    Turns a new idea into a one-page experiment card: the riskiest assumption, the smallest test, a metric and threshold set in advance, a decision date, and a pivot-or-persevere rule.
  • Choose a strategy approach Official
    Asks about the decision, horizon, environment, and main unknown, then recommends one or two strategy frameworks in order, with what to bring, or says none fits.
  • Disruption threat check Official
    Checks a cheaper or simpler rival against The Innovator's Dilemma: overshoot, sustaining versus low-end or new-market disruption, the value network, and a response plan.
  • Durable advantage check Official
    Tests each claimed moat for a benefit and a barrier, sorts it into one of seven types of durable advantage, matches it to the company's stage, and says what to build now.
  • ERRC grid and strategy canvas Official
    Builds a strategy canvas of the factors an industry competes on and an ERRC grid, draws a new value curve, and tests it for focus, divergence, and a true tagline.
  • Five forces industry analysis Official
    Runs Porter's five forces on a defined industry: rates each force with evidence, names the forces that set its profit level, and ends with where to compete and what to change.
  • Generic strategy choice Official
    Chooses one of Porter's generic strategies on evidence, checks the stuck-in-the-middle risk, and writes the trade-offs the choice forces.
  • Growth options matrix Official
    Lays out growth options on Ansoff's product-market matrix, with evidence, what is new to the firm, and risk for each, then a shortlist and a first test per option.
  • Hedgehog Concept check Official
    Tests a company's focus against Good to Great's three circles (passion, best in the world, economic engine), picks one economic denominator, and writes a stop-doing list and flywheel.
  • Jobs-to-be-done switch interview Official
    Plans and synthesizes JTBD switch interviews: a timeline guide, a timeline and four-forces summary per interview, and a job statement across interviews with decisions.
  • Know the enemy and yourself Official
    Compares you and one named competitor on Sun Tzu's five factors and seven comparisons, marks every unknown, then picks where to engage, where to avoid, and what to learn first.
  • Sales funnel roles and stage metrics Official
    Lays out a B2B revenue process as marketing, inside sales, field sales, and customer success stages with handoff rules, conversion, time, and capacity, then finds the bottleneck and 3 fixes.
  • Scenario planning Official
    Builds four scenarios from two critical uncertainties around one decision, tests the decision in each, and ends with signposts, robust moves, and contingent moves.
  • Strategy choice cascade Official
    Writes a strategy on one page as five linked choices, builds where to play and how to win as pairs, and tests the pair with a what-would-have-to-be-true list.
  • Strategy kernel Official
    Writes a one-page strategy kernel (diagnosis, guiding policy, coherent actions) and tests it, or an existing plan, for the four signs of bad strategy.
  • Strategy style for your environment Official
    Rates each business unit's environment on predictability, malleability, and harshness, picks one of five strategy styles, and lists the planning changes that style needs.
  • SWOT and TOWS analysis Official
    Builds an evidence-backed SWOT, external factors first, then pairs the items into SO, WO, ST, and WT strategies and picks 3 to 5 with owners, first steps, and dates.
  • Theory of Constraints: five focusing steps Official
    Finds the one step that limits your output, then plans how to exploit it, subordinate the rest, and add capacity there only if needed, with owners, dates and measures.
  • Value chain analysis Official
    Maps a business's primary and support activities with cost share, cost drivers, and value to buyers, checks how they fit the strategy, and picks the 2 to 3 changes that matter.
  • VRIO resource analysis Official
    Tests each resource and capability for Value, Rarity, Imitability, and Organization with evidence, gives each a competitive implication, and turns the verdicts into owned actions.
  • Wardley map Official
    Builds a Wardley map: user need as the anchor, the value chain by visibility, each component placed on the evolution axis with evidence, then the moves to build, buy, rent, or watch.
  • Wide-view situational review Official
    Steps back from an urgent number or event in the way Musashi's Book of Five Rings describes the gaze: lists the surface, sets it against history, reads the other side, then acts, watches, or lets go.