「innovation」の検索結果

This skill applies the first-principles engineering and capital allocation frameworks of Elon Musk (CEO of Tesla and SpaceX, founder of X.com / PayPal). Reach for this skill whenever the user is facing complex manufacturing bottlenecks, evaluating existential risks, debating free speech vs. censorship, dealing with bureaucratic overregulation, or trying to accelerate ambitious technical timelines. It is highly effective for situations involving hardware production, AI symbiosis, radical innovation, and aggressive execution. Use this skill proactively when discussing multi-planetary expansion, government efficiency, or scaling prototypes to mass production, even if the user doesn't explicitly name him.

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Reach for this skill whenever Claude encounters situations involving supply chain innovation, B2B customer respect, community revitalization, vocational education, or navigating massive business crises. Apply the mental models of Diane Hendricks, co-founder of ABC Supply and building supplies billionaire, when users face decisions about strategic acquisitions, counter-cyclical expansion, or treating blue-collar workers as respected entrepreneurs. Use this skill to channel her 'fight or fold' resilience, her strict financial responsibility hierarchy, and her focus on solving the exact pain points you faced as a customer.

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Map a scoped topic across three coexisting horizons — current system under strain (H1), preferred future (H3), and transition innovations sorted as H2+ or H2- — to understand change dynamics and identify responsible next actions.

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Use when evaluating biology grant ideas in the Chinese funding context (NSFC, MOST, etc.) — diagnosing project legitimacy, mechanism-centered scientific questions, reviewer-aware logic, innovation discipline, feasibility, and scope control across funding levels (youth, general, key).

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Explicit invocation only; never for abusing third-party infrastructure. Generates ranked, owner-controlled VPN/proxy protocol and topology experiment ideas for restrictive networks (TURN/ICE/MASQUE/QUIC/WebTransport).

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Evaluates insurtech business models with distribution innovation, underwriting technology, and claims automation. Use when analyzing insurtech, evaluating digital insurance, or assessing insurance technology.

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Expert 5-dimension design critique — philosophical, scored, actionable. Use when asked to "critique this design", "expert review", "score my design", "how does this look", "is this good design", "design feedback", or "review this UI". Different from /form-audit (which is technical QA for consistency/compliance) — form-critique evaluates design as a craft object: philosophy, hierarchy, execution, function, and innovation each scored 0–10 with a punch list. Add "as a report" or "give me a visual report" to produce an HTML file with SVG radar chart, evidence cards, and Keep/Fix/Quick-wins action lists — useful for design reviews and stakeholder presentations instead of CLI output.

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Reads and analyzes academic papers (arXiv preprints, conference / journal PDFs, Zotero items) at three configurable depths: quick skim (2 min), standard read (10 min), or deep analysis (30 min). Produces structured digests covering problem, method, key innovation, results, limitations, reproducibility, hidden assumptions, and connections to the user's other work. Use when the user shares an arXiv link, PDF, or paper title and asks to read / summarize / digest / TL;DR / analyze / review / critique / explain / break down a paper, asks about a paper's contributions / methods / results / equations / figures, wants to compare two papers side by side, or needs a reading note for their records.

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Instrumentation, arranging, and timbral analysis for ensemble and orchestral writing. Covers instrument families (strings, woodwinds, brass, percussion, keyboards), ranges, transpositions, timbral characteristics, scoring techniques, doubling and voicing, Rimsky-Korsakov's orchestration principles, Ravel's and Messiaen's timbral innovations, jazz big band voicing, popular music arranging, and notation conventions. Use when choosing instruments, scoring for ensembles, analyzing orchestral texture, or arranging music for different forces.

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Creative reasoning framework for ill-defined problems where conventional solutions are suboptimal. Use when the problem has ambiguous goals, vast solution space, no single correct answer, or requires innovation. Implements three paradigms — combinational (novel combinations of familiar ideas), exploratory (expand solution space boundaries), transformative (alter fundamental constraints). Do not use for well-defined problems, mathematical puzzles, or tasks requiring convergent reasoning.

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Expert legal advisor specializing in technology law, compliance, and risk mitigation. Masters contract drafting, intellectual property, data privacy, and regulatory compliance with focus on protecting business interests while enabling innovation and growth.

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用两种系统化方法实现创新：重组式创新（向外收集元素并重新组合）和突变式创新（向内拆解并修改已有结构）。所有创新必须同时满足三要素：新元素+价值增量+可实现性。适用于需要突破现有框架、寻找新产品/新方案、或解决"创新靠碰运气"问题的场景。不适用于纯执行性的优化改进（那不需要新元素）。关键触发信号："需要新想法"、"怎么创新"、"创意枯竭"、"产品同质化严重"。

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Use when an answer is wanted from one named seat only: breaking, business, career, codebase, human, impact, innovation, moat, rent-seeking, skeptic, or stability. Not for multi-lens synthesis: use prism. Not for rebuilding from primitives: use from-first-principle.

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Generate educational comics from academic papers, using visual storytelling to explain core ideas and innovations. Supports 4 art styles: classic (clean lines), tech (futuristic), warm (friendly), chalk (blackboard). Uses genimg-gemini-web to generate images.

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当用户面临成本过高、效率瓶颈、或看似不可能的目标时激活。典型场景：用户说"这个成本不可能降下来""十倍好不可能实现""目标太大了不知道怎么拆解"。 核心信号：用户在面对一个"整体看起来无解"的问题，需要拆解到要素层面重新思考。 不适用于：管理/组织问题、认知/思维问题、不需要量化拆解的定性问题。

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"Habitual Domain (HD) theory by Taiwanese scholar P.L. Yu (游伯龍, 1977) — integrates four domains (potential/actual/reachable/activated), eight general hypotheses, seven-layer decision structure, and nine HD-expansion tools to analyze decision blind spots, break cognitive inertia, and support cross-domain integration. Use for diagnosing why alternatives are invisible, decision paralysis, breaking cognitive frames, or explaining perception gaps between people. Triggers: 『思維框架』『打破盲點』『創新思考』『決策盲區』『跨域整合』『游伯龍』『習慣領域』『HD 理論』『七層決策』『四領域』『八大通性』『P.L. Yu』. Especially for NYCU EMBA HD course, 政大科管所, 中山企管系 decision-analysis/innovation/leadership courses. Taiwan-origin theory cited in J. Optimization Theory, Theory & Decision, Human Systems Management.".

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"Apply organizational ambidexterity theory to balance exploration and exploitation activities. Use this skill when the user needs to diagnose whether an organization is over-exploiting or over-exploring, design structures that support both innovation and efficiency, or evaluate the tension between short-term performance and long-term renewal.".

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"Apply Blue Ocean Strategy to create uncontested market space through value innovation. Use this skill when the user needs to differentiate beyond price competition, find new market opportunities, or redesign a product's value proposition using the Strategy Canvas and Four Actions Framework (Eliminate-Reduce-Raise-Create). Also use when the user says 'how do we stop competing on price', 'create a new category', or 'escape the red ocean'.".

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Use when stuck on approach (not debugging). Strategic unsticking via 7 non-default techniques: simplification cascades, collision-zone thinking, meta-pattern recognition, inversion, scale game, first principles, via negativa. Triggers on complexity spiraling, innovation block, recurring patterns across domains, forced-assumption solutions, scale uncertainty, told-it's-impossible, or bloated systems needing subtraction. For evidence-based root-cause debugging, use mk:sequential-thinking instead.

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Use when a problem requires structured step-by-step reasoning before acting. Prevents jumping to conclusions or guessing root causes without evidence. Triggers on complex debugging, multi-step analysis, hypothesis verification, or when mk:fix invokes diagnosis phase. NOT for being stuck on approach (too many implementations, forced assumptions, innovation block) — use mk:problem-solving instead.

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Call this skill when faced with "wicked problems", complex challenges, or when a user asks for strategic innovation, root-cause analysis, or long-term problem solving. Do not use for simple, linear tasks. This skill forces the agent to bypass superficial symptoms, map the entire ecosystem, and anticipate second-order consequences before proposing an intervention.

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Pre-PRD Research methodology combining Business Analysis, Creative Problem-Solving, Brainstorming, and Innovation Strategy. Use before writing any PRD for problem validation, market research, competitive analysis, stakeholder interviews, ideation, root cause analysis.

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Knowledge base from the DoD Digital Engineering Strategy (2018, OUSD/ODASD(SE)). Use for the Department of Defense's five digital engineering goals — (1) formalize the development, integration, and use of models; (2) provide an enduring authoritative source of truth; (3) incorporate technological innovation; (4) establish supporting infrastructure and environments; (5) transform the culture and workforce — plus their focus areas, the document-to-model and design-build-test→model-analyze-build shifts, model formalisms/provenance, governance and access control of the authoritative source of truth, and the coordinate→plan→pilot→sustain rollout. A vision-and-policy strategy, deliberately non-prescriptive. Does NOT provide a how-to method, tool tutorials, MBSE/SysML mechanics, or implementation-plan content; thin on metrics, acquisition-policy detail, and step-by-step procedure. Excludes the CAC-gated Digital Engineering Body of Knowledge (DEBoK).

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Structured creativity methods for idea generation: SCAMPER, Six Thinking Hats, Mind Mapping, Reverse Brainstorming, TRIZ, and Rapid Ideation.

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