271 件 ・ 関連度順
概要と使いどころ
TRIGGER THIS when building DEI strategy, creating diversity goals, designing inclusive programs, building equity analyses, developing training, addressing inclusion issues, or tracking DEI metrics. Develops comprehensive diversity, equity, and inclusion strategies aligned to business goals with measurable outcomes, training programs, metrics frameworks, and accountability systems.
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Use when a Formax repository task is non-trivial and you should analyze goals, non-goals, boundaries, data/type/interface impact, contract impact, test strategy, and whether an xhigh subagent is actually needed before writing a todo or code.
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Parses and analyzes project vision to extract structured requirements. Use at project start to understand goals, scope, and constraints. Triggers on: analyze vision, parse project goals, understand requirements.
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亚马逊管理之道 (亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 > 良好意图(Good intentions don't work, mechanisms do:问题不能靠『下次更努力』修复,要装一个带检查闭环的自我强化流程) ⇄ 可控输入指标 vs 滞后输出指标(管你能控制的 input 如选品/价格/在库/配送速度,而非 revenue/股价这类滞后又不可控的 output) ⇄ 长期主义 vs 季度业绩(Day 1、willing to be misunderstood、用现金流+飞轮长期投入,宁可牺牲短期利润) ⇄ 客户执念 vs 竞争对手执念(working backwards 从客户倒推,而非从竞品或『我们能造什么』正推) ⇄ 叙事备忘录 vs PPT(6-pager + 开会前静默阅读、动手前先写 PR/FAQ;写作逼出清晰思考,禁 PowerPoint) ⇄ 单线程负责人/两个披萨团队 vs 协调税(separable、autonomous、one owner per initiative,砍掉跨团队依赖) ⇄ 高标准可学习可传递 vs 与生俱来(insist on the highest standards + Bar Raiser 招聘门,标准是 domain-specific 且能教的) ⇄ 节俭催生创造力 vs 血汗文化(frugality/约束驱动发明 —— 但 frugality + 高压 bar + URA 强制淘汰 = 文化阴暗面批判) ⇄ 两类决策(Type 1 不可逆/单向门 慎重 vs Type 2 可逆/双向门 高判断力个人快速决策,别用重流程拖慢))**; (b) 核心机制(mechanisms,本行的『工具栈』其实是一套运营机制而非软件) — Leadership Principles(14 条→2021 增至 16 条,是一套运营语言和决策仲裁器)、Working Backwards(从客户倒推:动手前先写新闻稿+常见问答 PR/FAQ)、叙事备忘录(6-pager narrative / 1-pager + silent reading 静默阅读、禁 PPT)、Weekly Business Review(WBR + metrics deck 指标看板)、input/output metrics(可控输入指标体系、DMAIC 式指标选择)、年度规划(OP1/OP2 + S-Team goals)、Bar Raiser(招聘机制,独立于用人经理的抬杠者拥有一票否决)、Two-Pizza Team / Single-Threaded Leader STL / separable teams、Correction of Errors(COE 事故复盘 + 5 Whys 五问法)、Andon Cord(安灯绳,借自丰田,一线可拉停)、Flywheel(飞轮:低价→更多客户→更多卖家→更多选品→更低成本结构→更低价)、Type 1/Type 2(单向门/双向门决策分级)、Regret Minimization Framework(遗憾最小化,贝索斯创业决策法); (c) 心智模型层 — customer obsession(客户执念是所有 LP 之首)、long-term thinking / Day 1(第二天就是停滞衰亡)、invent and simplify、ownership(主人翁,不说 that's not my job)、bias for action(可逆决策就快,speed matters)、disagree and commit(充分反对后即便不同意也全力执行)、frugality、dive deep(深入细节、不靠代理指标脱离一线)、think big、are right a lot(用强判断力和证伪自己的能力多做对的判断)、earn trust、deliver results; (d) 工作流/SOP — 用亚马逊方式发起一个新产品/业务(先写 PR/FAQ→评审→倒推着造)、如何跑一场 WBR、如何写和评审一份 6-pager(叙事流程 + 静默阅读)、Bar Raiser 招聘 loop、年度规划(OP1/OP2→S-Team goals→输入指标追踪)、事故后的 Correction of Errors; (e) 知识正典(en-primary,极其丰富且可取一手) — 贝索斯致股东信 1997-2021(1997 首封是奠基文本,每年附在信末;Day 1、遗憾最小化、long term)、《Working Backwards》Colin Bryar & Bill Carr(2021,运营机制圣经)、《The Everything Store》Brad Stone(2013,公司史)、《Amazon Unbound》Brad Stone(2021,权力与阴暗面续作)、《Invent and Wander》贝索斯文集(2020)、《The Amazon Way》/《Think Like Amazon》John Rossman(前亚马逊高管)、Amazon 官方 Leadership Principles 页(amazon.jobs,一手)、HBR『The Institutional Yes』(2007 贝索斯访谈); (f) 行业大佬/figures — Jeff Bezos(创始人,源头教义)、Andy Jassy(现任 CEO,OS 超越创始人的证据 + AWS 缔造者)、Colin Bryar(前贝索斯影子/TPM,《Working Backwards》作者)、Bill Carr(前数字媒体 VP,《Working Backwards》作者)、Jeff Wilke(前全球消费者 CEO,运营架构师)、John Rossman(前亚马逊、机制布道者/顾问)、Brad Stone(记者/编年史作者,批判性外部视角); (g) 争议/批判(必须保留,不能洗白) — 文化阴暗面(NYT 2015『Inside Amazon: Wrestling Big Ideas in a Bruising Workplace』揭露高压职场)、仓储与一线劳工争议、URA(unregretted attrition 强制淘汰)与 stack-ranking 的残酷、frugality + 高 bar = 燃尽(burnout);机制能否迁出亚马逊(cargo-culting:在初创或非科技公司照搬 PR/FAQ/输入指标/Bar Raiser 常失败);是贝索斯个人天才(personality)还是制度化机制(institution)—— OS 在贝索斯卸任后于 Jassy 治下延续,是机制派的证据; (h) 流派/思想谱系 — **信徒/机制布道派(Bryar & Carr《Working Backwards》+ 前亚马逊 operator 顾问圈,信 mechanisms 可移植、任何公司可安装)** vs **批判派(Brad Stone《Amazon Unbound》+ NYT + 劳工视角,认为 OS 与高淘汰的残酷机器不可分割,不该被浪漫化)** vs **情境/规模怀疑派(机制之所以有效是因为亚马逊特定的规模/现金流/创始人权力,照搬到小公司=cargo cult)** vs **创始人中心 vs 制度中心之争(是贝索斯个人 vs 可传承的机制)**。不含: 在亚马逊开店卖货/选品/PPC/FBA 的卖家运营(=cross-border-ecommerce)、AWS 云技术架构与运维、通用 MBA 管理理论泛泛而谈、把普通商业常识包装成『亚马逊独家秘诀』。) Master OS — automated mastery of 亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 >
日本語の概要は準備中です。原文の説明を表示しています。
System-design thinking before any doc or code: goals/non-goals, back-of-envelope numbers, components and contracts, failure modes, operability, security, trade-offs. Use for "design this system", "architecture for X", "trade-offs for X", "how should we architect", "API design", "data model for", "service boundaries", or before an ADR. Hands off to /ship:write-docs to record the decision. Not implementation planning (/ship:design — that turns a decided design into stories).
日本語の概要は準備中です。原文の説明を表示しています。
Use the moment a request is underspecified and you are about to act on an ASSUMED goal. Enumerate the candidate goals the request could mean, project the action or artifact each one implies, and check whether they diverge: if two or more plausible goals lead to materially different actions or artifacts, ask exactly ONE targeted clarifying question; otherwise proceed on the most-likely goal and state the assumption in one line. Clarification is an evidence-producing action, not a delay — but one question, never an interrogation. Distinct from gsd-spec-phase (GSD-phase-bound, emits a heavy SPEC.md) and intent-router (fetch strategy, not goal disambiguation). Backed by agent goal-state inference (arxiv 2606.16813v1). Triggers on acting under an assumed goal when the request admits more than one materially different reading.
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Use when starting a new feature, gathering requirements for an unfamiliar domain, refining a vague idea into actionable scope, or when a user request is ambiguous or underspecified. Conducts SAM Stage 1 discovery — structured requirements gathering through user discussion, asking WHO/WHAT/WHEN/WHY and never HOW. Produces the ARTIFACT:DISCOVERY document containing feature requirements, NFRs, goals, anti-goals, references, and resolved questions. Supports backlog item self-initialization via a
日本語の概要は準備中です。原文の説明を表示しています。
Write a feature spec or PRD from a problem statement or feature idea. Use when turning a vague idea or user request into a structured document, scoping a feature with goals and non-goals, defining success metrics and acceptance criteria, or breaking a big ask into a phased spec.
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Route NowStack Mobile lifecycle goals across setup, product planning, verification, live Simulator preview, security, analytics, email, web, iOS, Android, production audits, and release. Use for `/ns` commands or natural-language product goals.
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Write OKRs (Objectives and Key Results). Use when the user says "write OKRs", "help me set goals", "create objectives and key results", "quarterly goals", "team OKRs", "I need to define success for this quarter", "Doerr method", or wants to translate a strategic direction into measurable targets - even if they don't explicitly say "OKRs".
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Use when setting up, configuring, or troubleshooting Marketing Cloud Journey Builder — including entry sources, activities, decision splits, wait activities, goals, exit criteria, journey versions, test mode, or journey analytics. Triggers: 'journey builder setup', 'entry source configuration', 'decision split not routing', 'exit criteria not removing contacts', 'goal not tracking conversion', 'journey version publishing', 'journey re-entry settings', 'wait activity date field'. NOT for coding a custom activity or entry source — use apex/marketing-cloud-custom-activities. NOT for business units and sender profiles — use admin/marketing-cloud-engagement-setup.
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Orchestrate work as a cyclic directed graph of subagent-executed nodes with transition criteria on edges, budgeted cycles, and per-node gates (runtime verification, metric, or artifact). Use when the user says "workgraph", "run this as a graph", "graph this work", or when a goal has parallel branches, feedback loops, or mixed gate types that a linear loop cannot express. Every node is sized to a 64k context budget, so small goals run as a two-node do/verify graph and large goals scale out without caps. For clock-driven or metric-driven single loops, timeboxed-iterating and autoresearch remain lighter.
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Create or update a strategic project roadmap with major milestones. Generates .unikit/ROADMAP.md — a high-level checklist of project goals. Use when user says "roadmap", "project plan", "milestones", "what to build next", "strategic goals", or wants to see big-picture progress. Also use when the user asks to check which milestones are done or wants to plan the overall project direction.
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Turn a raw idea into ONE honest recommendation: interview one question at a time until the problem, requirements, goals, non-goals, and constraints are CONFIRMED, then deliver a single verdict — do, don't, cheaper alternatives, trade-offs, ordered checklist, success metrics. Required: the user wants exactly ONE recommendation — not options, not a debate — and their framing is open to challenge (advise may answer a different question than the one asked). Triggers on "what should I do about X", "advise me on X", "am I approaching this right", "is this the right move". Do NOT use to be interrogated with no recommendation (→ mk:grill) — advise also interviews one question at a time, but only to reach a verdict. Do NOT use when the framing is settled and only the options are open (→ mk:brainstorming). Do NOT use to decide whether something is worth building (→ mk:office-hours). Do NOT use when you want several perspectives to argue it out (→ mk:party).
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Decide when to order coronary artery calcium (CAC) scoring in a primary-prevention patient and interpret the result per the 2026 ACC/AHA multisociety dyslipidaemia guideline. Covers the Class 1 indication (men ≥40 / women ≥45, borderline / intermediate PREVENT-ASCVD risk, uncertainty about LLT), CAC score interpretation (0, 1–99, 100–299, ≥300, ≥1000), how CAC modifies LDL and non-HDL goals, when to repeat CAC, and pitfalls (incidental CAC on non-cardiac CT, radiation, cost). Use when a clinician asks should I order a CAC score, CAC indications, what does CAC 150 mean, treatment goals with CAC score, repeat CAC frequency, CAC in a smoker, CAC vs CCTA, is CAC useful in intermediate risk. Grounded in the 2026 ACC/AHA multisociety dyslipidaemia guideline.
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GStack spec method for turning fuzzy intent into an executable spec with goals, non-goals, acceptance criteria, risks, and downstream role boundaries.
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Produces a DRAFT product requirements document from the discovery notes, interview summaries, support themes, analytics notes and stakeholder messages the user provides: problem statement, target users, goals with measures as stated, numbered requirements each with a testable acceptance criterion, non-goals, constraints, dependencies and open questions, with every statement tagged evidenced, assumed or UNKNOWN so each assumption is visible for the product owner to confirm. Use when the user asks to "write a PRD", "draft the product requirements", "turn these discovery notes into requirements", "document what this feature needs to do" or "build the requirements doc for this epic". Do not use for supplier-facing requirements in a tender, use rfp-requirements-pack instead; for a technical design decision, use architecture-decision-record; for the change ticket that ships the work, use change-request-pack. Drafts for human review; never approves, authorises or signs off.
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Drafts a DRAFT self-assessment, peer feedback note or manager review narrative from the evidence the writer supplies (goals, examples, metrics, notes), in the review template where given: every sentence tied to a numbered evidence item, unsupported claims removed and logged, and a gaps list to complete before submitting. Never assigns, suggests or implies a rating, score, ranking, pay or promotion outcome. Use when the user asks to "write my self-assessment", "draft peer feedback for a colleague", "turn these notes into a performance review", "help me write the year-end review for my report", "summarise my achievements against my goals" or "draft the mid-year review". Do not use for a job description or role profile, use job-description-drafter instead; for a new hire's first 90 days, use onboarding-plan-builder. Drafts for human review; never approves, authorises or signs off.
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open Issue を triage して「次の仕事候補（N 件 + 推奨 1 件）」を窓口が人間へ提示する。 候補はオペレーターが書いたゴール台帳（registry/goals/）の条項に当たるものだけで、条項順に並ぶ。 tools/work_discovery_scan.py を 1 回実行し、その候補 JSON を 設計書 §5.2 / §12 の人間可読フォーマットでレンダリングするところで停止する（propose-only）。 起動主体は窓口に限定。手動 / イベント起動のみ（常駐 /loop なし）。 「次の仕事候補出して」「triage して」「次なにやる？」や PR マージ後の proactive next-dispatch で窓口が手動起動する。
Design, critique, set, create, activate, or run durable Codex goals for persistent or long-running objectives. Use when the user says "set a goal", "start a goal", "activate goal mode", "persistent goal", "long-running objective", "goal tree", or asks for a goal with verifiers, durable state, approval gates, completion proof, bounded delegation, or parent/child subagent goals.
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Deep project planning workflow—goals and non-goals, work breakdown, dependencies, critical path, risks and buffers, milestones, and communication rhythm. Use when kicking off initiatives, replanning after slips, or coordinating cross-team delivery.
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Manage productivity with FlowMind — goals, tasks (with subtasks), notes, people, and tags via REST API. Use when the user wants to create, list, update, or delete goals, tasks, notes, contacts, or tags; manage focus/priorities; track progress; or organize their productivity workspace through FlowMind.
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Complete OKR & Strategy Execution system — from company vision to weekly execution. Covers goal hierarchy, OKR writing methodology, scoring rubrics, alignment cascading, KPI dashboards, review cadences, team accountability, and quarterly planning rituals. Use when setting goals, running planning cycles, tracking OKRs, building KPI dashboards, running retrospectives, or aligning team work to strategy. Trigger on: "OKR", "objectives", "key results", "goal setting", "quarterly planning", "KPIs", "strategy execution", "annual planning", "team goals", "alignment", "review cadence", "what should we focus on", "prioritize", "goal tracking", "north star metric".
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学ぶ目的やこれまでの理解に合わせて、短い対話型レッスンと復習用資料を作るスキル。学習記録を残し、複数回のセッションにわたる学びを支えます。