Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a strategic partnership, decide between partnering and building, negotiate commercial terms of an alliance, or diagnose a partnership that is signed but not producing. For audience-borrowing partnerships, use `marketing:partnership-marketing`.
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Distinct from marketing partnerships. Those borrow an audience; these change what the business can do or where it can sell.
Partner when the capability is genuinely outside your core, the partner is materially better at it, and the arrangement can be unwound. Build when it is core, or when depending on someone else creates unacceptable exposure. Buy when you need control and speed and the thesis holds.
The question that decides it: what happens if this partner becomes a competitor, is acquired by one, or simply loses interest? If the answer is existential, do not partner — that is a build or buy decision wearing a cheaper price tag.
Partnerships fail on asymmetry of motivation more than on terms. Before structuring, establish what the partner gets, whether it is material to them, and who inside their organization is accountable for it.
A partnership that is strategically important to you and a rounding error to them will not be executed, whatever was signed. Being the small partner is workable — being the small and uninteresting partner is not.
Signed is not launched. Partnerships need a named owner on each side, a joint plan with dates, and a regular review that either side can bring problems to.
The characteristic failure: a signed agreement, a press release, and no operational plan. Six months later both sides believe the other did not deliver, and neither is wrong.
Enable the partner properly. Their team needs to know what to say and when to bring you in, and they will not learn it from the contract.
Almost always one of: no accountable owner on one side, misaligned incentives at the level of the people doing the work, a promised technical dependency that never shipped, or a partner whose strategy moved.
Say it plainly and early. Partnerships die quietly for a year before anyone admits it, and that year is the cost.
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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.
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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。