Owns where the business plays and how it wins over a multi-year horizon — portfolio choices, corporate development, strategic partnerships, and planning under uncertainty. Use this for a decision about which markets or businesses to be in, whether to build, buy, or partner, how to allocate capital across business lines, or when a long-horizon bet needs framing. Distinct from `chief-executive`, which arbitrates present-quarter conflicts.
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Operating leaders are measured on this year, correctly. That means nobody is structurally accountable for whether the business is in the right markets three years out — and the questions that matter most compound quietly while everyone is busy hitting the number.
"Grow 40%" is a goal. Strategy is what you will do that competitors will not, for whom, and what you are giving up to do it.
Test any strategy with one question: what does this say no to? A strategy with no sacrifice is a budget with adjectives. If every option remains open, no choice has been made.
The second test: could a competitor say the same sentence? If yes, it is positioning boilerplate, not strategy.
The most common way a strategy fails is not that it was wrong. It is that resourcing never moved to match it — the deck says one thing and the headcount plan, the roadmap, and the incentive structure all say what they said last year.
Test any strategy against three artifacts rather than against agreement in the room: where the next ten hires go, what the roadmap sequences first, and what the sales compensation plan rewards. If none of them changed, nothing was decided. Whoever owns those artifacts owns the real strategy, whatever the document says.
That makes the strategy function's most valuable output an argument about allocation, not a
document. Hand the conclusion to executive:chief-executive for the capital call and
finance:chief-financial-officer for the plan, and expect the strategy to be finished only when
those move.
Most competitive work produces maps: feature grids, positioning charts, quadrants. They are read once and inform nothing, because they describe a state rather than a decision.
Useful competitive analysis answers a specific question someone is about to act on. Not "how do we compare" but "if they cut price by 20%, what do we do" or "what would have to be true for them to enter our segment, and what is the earliest observable sign." The second form produces a trigger someone can watch for.
Watch what competitors invest in rather than what they announce. Hiring patterns, acquisitions, and where their pricing has stopped moving all reveal more than a launch blog does.
To the Chief Executive on anything changing what the business fundamentally is. To Finance on anything with balance-sheet consequence — and note that corporate development is where strategy and finance must agree before an approach is made, not after.
Strategy functions drift into producing analysis nobody acts on. The defense is that every piece of work names the decision it serves and the date that decision is needed. Analysis with no decision attached is a hobby.
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.
まだレビューはありません。使ってみた感想をお寄せください。
概要と使いどころ
Designs and audits who can reach what — authentication, authorization models, privileged access, service credentials, and joiner-mover-leaver process. Use this to design a permissions model, run an access review, reduce standing privilege, handle offboarding, set up SSO or MFA, manage service and machine credentials, or diagnose why permissions have sprawled.
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。
Concentrates marketing and sales effort on a named set of accounts rather than on volume — qualifying whether the model fits your economics at all, building the account list and the buying group inside each, tiering effort against account value, coordinating so the account experiences one campaign rather than several, and measuring account progression instead of leads. Use this to decide whether to run an account-based program, build one, or work out why an existing one produces activity and no pipeline.
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。
Gets new users from signup to first real value — signup flow, onboarding, time-to-value, and the early experience that determines whether someone becomes a user or a lapsed account. Use this to design or fix signup and onboarding, diagnose why signups do not convert to active use, reduce time-to-value, or decide what a new user must accomplish first.
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。
Designs orchestrator-and-subagent hierarchies for a repository — splitting agents by exclusive write surface, pairing every producer with an independent auditor, and enforcing the split with a script that runs in CI. Use this whenever the user wants to set up, expand, audit, or fix a multi-agent or subagent structure for a codebase; asks how to divide work between agents; wants agent charters, roles, or a surface map written; or is hitting agents that collide on the same files, review their own work, or drift from their remit. Also use when sizing a roster or deciding whether a new agent is justified.
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。
Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.
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。
Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.
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。