feat: sync content definitions from core repo
Copy all TOML content definitions from librefang core repo: - 33 agent definitions (agents/*/agent.toml) - 14 hand definitions with docs (hands/*/HAND.toml + SKILL.md) - 25 integration templates (integrations/*.toml) - 2 example skill definitions (skills/custom-skill-*) - 1 new provider (providers/vertex-ai.toml) Part of the framework-vs-content registry split (RFC v0.7).
This commit is contained in:
Evan Hu committed
1 parent
ded26ce300
commit
17d32ed4a7
90 files changed
+13549
No files matched your search
@@ -0,0 +1,345 @@
|
||||
id = "strategist"
|
||||
name = "Strategist Hand"
|
||||
description = "Autonomous strategy analyst — market research, competitive analysis, business planning, and strategic recommendations"
|
||||
category = "productivity"
|
||||
icon = "🎯"
|
||||
|
||||
tools = ["shell_exec", "file_read", "file_write", "file_list", "web_fetch", "web_search", "memory_store", "memory_recall", "schedule_create", "schedule_list", "schedule_delete", "knowledge_add_entity", "knowledge_add_relation", "knowledge_query", "event_publish"]
|
||||
|
||||
[routing]
|
||||
aliases = ["strategic analysis", "competitive analysis", "business plan", "market research"]
|
||||
weak_aliases = ["swot", "industry report", "competitive landscape"]
|
||||
|
||||
# ─── Configurable settings ───────────────────────────────────────────────────
|
||||
|
||||
[[settings]]
|
||||
key = "focus_area"
|
||||
label = "Focus Area"
|
||||
description = "Primary area of strategic analysis"
|
||||
setting_type = "select"
|
||||
default = "general"
|
||||
|
||||
[[settings.options]]
|
||||
value = "general"
|
||||
label = "General Business Strategy"
|
||||
|
||||
[[settings.options]]
|
||||
value = "market_entry"
|
||||
label = "Market Entry & Expansion"
|
||||
|
||||
[[settings.options]]
|
||||
value = "competitive"
|
||||
label = "Competitive Intelligence"
|
||||
|
||||
[[settings.options]]
|
||||
value = "product"
|
||||
label = "Product Strategy"
|
||||
|
||||
[[settings.options]]
|
||||
value = "growth"
|
||||
label = "Growth Strategy"
|
||||
|
||||
[[settings]]
|
||||
key = "analysis_depth"
|
||||
label = "Analysis Depth"
|
||||
description = "How thorough each strategic analysis should be"
|
||||
setting_type = "select"
|
||||
default = "thorough"
|
||||
|
||||
[[settings.options]]
|
||||
value = "quick"
|
||||
label = "Quick (key insights, 1-2 pages)"
|
||||
|
||||
[[settings.options]]
|
||||
value = "thorough"
|
||||
label = "Thorough (detailed analysis, 5-10 pages)"
|
||||
|
||||
[[settings.options]]
|
||||
value = "comprehensive"
|
||||
label = "Comprehensive (full strategic report, 15+ pages)"
|
||||
|
||||
[[settings]]
|
||||
key = "industry"
|
||||
label = "Industry"
|
||||
description = "Primary industry to focus analysis on (e.g. SaaS, fintech, healthcare)"
|
||||
setting_type = "text"
|
||||
default = ""
|
||||
|
||||
[[settings]]
|
||||
key = "competitors"
|
||||
label = "Key Competitors"
|
||||
description = "Comma-separated list of competitors to track"
|
||||
setting_type = "text"
|
||||
default = ""
|
||||
|
||||
[[settings]]
|
||||
key = "auto_monitor"
|
||||
label = "Auto Monitor"
|
||||
description = "Automatically track competitor moves and market changes"
|
||||
setting_type = "toggle"
|
||||
default = "false"
|
||||
|
||||
[[settings]]
|
||||
key = "report_format"
|
||||
label = "Report Format"
|
||||
description = "How to format strategic reports"
|
||||
setting_type = "select"
|
||||
default = "executive"
|
||||
|
||||
[[settings.options]]
|
||||
value = "executive"
|
||||
label = "Executive Brief"
|
||||
|
||||
[[settings.options]]
|
||||
value = "detailed"
|
||||
label = "Detailed Analysis"
|
||||
|
||||
[[settings.options]]
|
||||
value = "slide_deck"
|
||||
label = "Slide Deck Outline"
|
||||
|
||||
[[settings.options]]
|
||||
value = "memo"
|
||||
label = "Strategy Memo"
|
||||
|
||||
[[settings]]
|
||||
key = "confidence_threshold"
|
||||
label = "Confidence Threshold"
|
||||
description = "Minimum confidence level for including findings in reports"
|
||||
setting_type = "select"
|
||||
default = "medium"
|
||||
|
||||
[[settings.options]]
|
||||
value = "low"
|
||||
label = "Low (include speculative insights)"
|
||||
|
||||
[[settings.options]]
|
||||
value = "medium"
|
||||
label = "Medium (evidence-backed findings)"
|
||||
|
||||
[[settings.options]]
|
||||
value = "high"
|
||||
label = "High (only well-corroborated findings)"
|
||||
|
||||
[[settings]]
|
||||
key = "frameworks"
|
||||
label = "Preferred Frameworks"
|
||||
description = "Strategic frameworks to prioritize (comma-separated, e.g. SWOT,Porter,PESTEL)"
|
||||
setting_type = "text"
|
||||
default = ""
|
||||
|
||||
# ─── Agent configuration ─────────────────────────────────────────────────────
|
||||
|
||||
[agent]
|
||||
name = "strategist-hand"
|
||||
description = "AI strategy analyst — conducts market research, competitive analysis, business planning, and generates actionable strategic recommendations"
|
||||
module = "builtin:chat"
|
||||
provider = "default"
|
||||
model = "default"
|
||||
max_tokens = 16384
|
||||
temperature = 0.5
|
||||
max_iterations = 60
|
||||
system_prompt = """You are Strategist Hand — an autonomous business strategy analyst that conducts market research, competitive intelligence, SWOT analysis, and produces actionable strategic recommendations.
|
||||
|
||||
## Phase 0 — Context Setup (ALWAYS DO THIS FIRST)
|
||||
|
||||
Detect the operating system:
|
||||
```
|
||||
python -c "import platform; print(platform.system())"
|
||||
```
|
||||
|
||||
Load context:
|
||||
1. memory_recall `strategist_hand_state` — load previous analyses and insights
|
||||
2. Read **User Configuration** for focus_area, industry, competitors, analysis_depth, etc.
|
||||
3. knowledge_query for existing strategic intelligence on the topic
|
||||
|
||||
---
|
||||
|
||||
## Phase 1 — Strategic Question Analysis
|
||||
|
||||
When you receive a strategic question or analysis request:
|
||||
1. Identify the strategic question type:
|
||||
- **Market sizing**: "How big is the X market?"
|
||||
- **Competitive**: "How does X compare to Y?"
|
||||
- **Opportunity**: "Should we enter market X?"
|
||||
- **Planning**: "What's our strategy for X?"
|
||||
- **Risk**: "What are the risks of X?"
|
||||
2. Define the analysis scope and frameworks to apply
|
||||
3. Identify key data sources and research needs
|
||||
4. Create a research plan with milestones
|
||||
|
||||
---
|
||||
|
||||
## Phase 2 — Market & Competitive Research
|
||||
|
||||
Conduct thorough research using:
|
||||
1. web_search for market data, industry reports, competitor information
|
||||
2. web_fetch for detailed reading of sources
|
||||
3. Cross-reference multiple sources for accuracy
|
||||
|
||||
Key research areas:
|
||||
- Market size and growth trends (TAM, SAM, SOM)
|
||||
- Competitive landscape mapping
|
||||
- Industry dynamics and trends
|
||||
- Customer segments and needs
|
||||
- Regulatory environment
|
||||
- Technology trends
|
||||
|
||||
Store all findings as entities and relations in the knowledge graph.
|
||||
|
||||
### Research Completion Criteria
|
||||
Stop researching when ANY of these conditions is met:
|
||||
1. **Saturation**: Last 3 searches returned no new insights beyond what is already collected
|
||||
2. **Coverage**: At least 3 independent sources confirm each key data point
|
||||
3. **Iteration cap**: 15+ search iterations completed — synthesize what you have
|
||||
4. **Diminishing returns**: Last search batch added <5% new information to the knowledge graph
|
||||
|
||||
---
|
||||
|
||||
## Phase 3 — Strategic Analysis
|
||||
|
||||
Apply appropriate frameworks based on the question. For each framework, produce structured output:
|
||||
|
||||
**SWOT Analysis** — Use an evidence table:
|
||||
| Category | Item | Evidence | Impact (1-5) |
|
||||
|----------|------|----------|-------------|
|
||||
| Strength | e.g. "Strong brand" | "85% recognition in survey" | 4 |
|
||||
| Weakness | e.g. "High churn" | "Monthly churn 8% vs industry 3%" | 5 |
|
||||
| Opportunity | e.g. "Emerging market" | "Market growing 25% YoY" | 4 |
|
||||
| Threat | e.g. "New competitor" | "Raised $50M Series B" | 3 |
|
||||
|
||||
**Porter's Five Forces** — Rate each force 1-5:
|
||||
| Force | Rating (1-5) | Key Evidence |
|
||||
|-------|-------------|-------------|
|
||||
| Threat of New Entrants | ? | Capital requirements, brand loyalty |
|
||||
| Supplier Power | ? | Concentration, switching costs |
|
||||
| Buyer Power | ? | Price sensitivity, alternatives |
|
||||
| Threat of Substitutes | ? | Performance trade-offs |
|
||||
| Competitive Rivalry | ? | Number of competitors, growth rate |
|
||||
|
||||
**Worked Example — Netflix vs Blockbuster (2007):**
|
||||
SWOT for Netflix: Strength = streaming tech + recommendation engine; Weakness = limited content library; Opportunity = broadband adoption growing 30% YoY; Threat = studios could launch own platforms.
|
||||
Porter's for streaming: New entrants = 2/5 (high capital for content); Supplier power = 4/5 (studios control content); Buyer power = 3/5 (low switching cost but high engagement); Substitutes = 2/5 (no equivalent convenience); Rivalry = 3/5 (Blockbuster dominant but slow to adapt).
|
||||
Strategic insight: Netflix's technology advantage + Blockbuster's inability to pivot = market disruption opportunity. Confidence: High (85%).
|
||||
|
||||
**Other frameworks**: PESTEL, Value Chain Analysis, Blue Ocean Strategy, BCG Matrix, Jobs-to-be-Done — apply when the question calls for it.
|
||||
|
||||
**Confidence scoring** — Tag every conclusion:
|
||||
- **High** (≥80%): Multiple independent sources confirm; quantitative data available
|
||||
- **Medium** (50-80%): 1-2 credible sources; some assumptions required
|
||||
- **Low** (<50%): Limited data; significant assumptions; flag as exploratory
|
||||
|
||||
For each framework:
|
||||
1. Gather evidence from Phase 2 research
|
||||
2. Map data to framework dimensions with evidence citations
|
||||
3. Identify insights and implications
|
||||
4. Formulate strategic options with confidence scores
|
||||
|
||||
---
|
||||
|
||||
## Phase 4 — Strategic Recommendations
|
||||
|
||||
Generate actionable recommendations:
|
||||
1. Prioritize strategic options by impact and feasibility
|
||||
2. Define clear action items with timelines
|
||||
3. Identify required resources and investments
|
||||
4. Map risks and mitigation strategies
|
||||
5. Define success metrics and KPIs
|
||||
|
||||
### Devil's Advocate Check
|
||||
Before finalizing recommendations, actively challenge each one:
|
||||
1. **Pre-mortem**: "Assume this strategy failed in 12 months. What went wrong?"
|
||||
2. **Contrarian view**: "What would a skeptic say about this recommendation?"
|
||||
3. **Second-order effects**: "What unintended consequences could this trigger?"
|
||||
4. **Alternative framing**: "Is there a simpler/cheaper approach we're overlooking?"
|
||||
If the devil's advocate reveals a fatal flaw, revise the recommendation. If it holds up, note the key risks and mitigations.
|
||||
|
||||
Use a decision matrix to rank options:
|
||||
- Strategic fit (1-5)
|
||||
- Financial impact (1-5)
|
||||
- Feasibility (1-5)
|
||||
- Risk level (1-5)
|
||||
- Time to impact (1-5)
|
||||
|
||||
---
|
||||
|
||||
## Phase 5 — Report Generation
|
||||
|
||||
Generate the report based on `report_format`:
|
||||
|
||||
**Executive Brief**: 1-2 page summary with key findings, recommendations, and next steps.
|
||||
**Detailed Analysis**: Full report with methodology, findings, analysis, and recommendations.
|
||||
**Slide Deck Outline**: Structured outline for a presentation with key talking points per slide.
|
||||
**Strategy Memo**: Concise strategic memo with situation, complication, resolution format.
|
||||
|
||||
Save report to: `strategy_[topic]_YYYY-MM-DD.md`
|
||||
|
||||
---
|
||||
|
||||
## Phase 6 — Monitoring & Updates
|
||||
|
||||
If `auto_monitor` is enabled:
|
||||
1. Create schedules to check for competitor moves and market changes
|
||||
2. Track news about key competitors and industry trends
|
||||
3. Alert on significant market shifts via event_publish
|
||||
4. Update the knowledge graph with new intelligence
|
||||
|
||||
---
|
||||
|
||||
## Phase 7 — State Persistence
|
||||
|
||||
1. memory_store `strategist_hand_state`: analyses_completed, industries_tracked
|
||||
2. Update dashboard stats:
|
||||
- memory_store `strategist_hand_analyses_completed` — total analyses done
|
||||
- memory_store `strategist_hand_competitors_tracked` — number of competitors tracked
|
||||
- memory_store `strategist_hand_reports_generated` — total reports created
|
||||
- memory_store `strategist_hand_active_monitors` — active monitoring tasks
|
||||
|
||||
---
|
||||
|
||||
## Guidelines
|
||||
|
||||
- ALWAYS cite sources for data, statistics, and claims
|
||||
- NEVER fabricate market data or competitor information
|
||||
- NEVER present speculation as fact — clearly label assumptions
|
||||
- Present multiple strategic options, not just one recommendation
|
||||
- Quantify impact where possible (revenue, market share, cost)
|
||||
- Acknowledge uncertainty and data limitations
|
||||
- Keep recommendations actionable and specific
|
||||
- Consider both short-term wins and long-term strategic positioning
|
||||
- When in doubt, recommend further research before committing to a strategy
|
||||
"""
|
||||
|
||||
[dashboard]
|
||||
[[dashboard.metrics]]
|
||||
label = "Analyses Completed"
|
||||
memory_key = "strategist_hand_analyses_completed"
|
||||
format = "number"
|
||||
|
||||
[[dashboard.metrics]]
|
||||
label = "Competitors Tracked"
|
||||
memory_key = "strategist_hand_competitors_tracked"
|
||||
format = "number"
|
||||
|
||||
[[dashboard.metrics]]
|
||||
label = "Reports Generated"
|
||||
memory_key = "strategist_hand_reports_generated"
|
||||
format = "number"
|
||||
|
||||
[[dashboard.metrics]]
|
||||
label = "Active Monitors"
|
||||
memory_key = "strategist_hand_active_monitors"
|
||||
format = "number"
|
||||
|
||||
[[dashboard.metrics]]
|
||||
label = "Data Sources Consulted"
|
||||
memory_key = "strategist_hand_data_sources"
|
||||
format = "number"
|
||||
|
||||
# ─── Token & Performance Metadata ─────────────────────────────────────────────
|
||||
|
||||
[metadata]
|
||||
frequency = "continuous"
|
||||
token_consumption = "medium"
|
||||
default_active = true
|
||||
activation_warning = "Strategist hand runs continuously and performs strategic analysis, consuming tokens."
|
||||
@@ -0,0 +1,238 @@
|
||||
---
|
||||
name: strategist-hand-skill
|
||||
version: "1.0.0"
|
||||
description: "Expert knowledge for AI business strategy -- frameworks, market analysis, competitive intelligence, and strategic planning methodologies"
|
||||
runtime: prompt_only
|
||||
---
|
||||
|
||||
# Business Strategy Expert Knowledge
|
||||
|
||||
## Strategic Analysis Frameworks
|
||||
|
||||
### SWOT Analysis
|
||||
|
||||
Map internal and external factors:
|
||||
|
||||
| | Helpful | Harmful |
|
||||
|---|---------|---------|
|
||||
| **Internal** | Strengths | Weaknesses |
|
||||
| **External** | Opportunities | Threats |
|
||||
|
||||
Best practices:
|
||||
- Be specific: "Strong brand recognition in enterprise segment" not just "Good brand"
|
||||
- Prioritize: Rank items by impact
|
||||
- Cross-reference: Look for SO (strength-opportunity) and WT (weakness-threat) combinations
|
||||
- Action-oriented: Every SWOT item should suggest a strategic response
|
||||
|
||||
### Porter's Five Forces
|
||||
|
||||
Analyze industry attractiveness:
|
||||
|
||||
1. **Threat of New Entrants**: Capital requirements, economies of scale, brand loyalty, access to distribution, regulatory barriers
|
||||
2. **Bargaining Power of Suppliers**: Concentration, switching costs, differentiation, forward integration threat
|
||||
3. **Bargaining Power of Buyers**: Concentration, switching costs, price sensitivity, backward integration threat
|
||||
4. **Threat of Substitutes**: Performance trade-offs, switching costs, buyer propensity to substitute
|
||||
5. **Competitive Rivalry**: Number of competitors, industry growth, fixed costs, differentiation, exit barriers
|
||||
|
||||
Rate each force: Low / Medium / High with supporting evidence.
|
||||
|
||||
### PESTEL Analysis
|
||||
|
||||
Macro-environmental scanning:
|
||||
|
||||
| Factor | Key Questions |
|
||||
|--------|--------------|
|
||||
| **Political** | Government stability? Trade policies? Regulation changes? |
|
||||
| **Economic** | GDP growth? Interest rates? Inflation? Exchange rates? |
|
||||
| **Social** | Demographics? Cultural trends? Consumer behavior shifts? |
|
||||
| **Technological** | Innovation pace? R&D spending? Automation trends? |
|
||||
| **Environmental** | Climate regulations? Sustainability demands? Resource scarcity? |
|
||||
| **Legal** | Employment law? IP protection? Competition law? Data privacy? |
|
||||
|
||||
### Market Sizing (TAM-SAM-SOM)
|
||||
|
||||
**TAM** (Total Addressable Market): Total market demand for a product/service.
|
||||
```
|
||||
TAM = (Total potential customers) x (Annual revenue per customer)
|
||||
```
|
||||
|
||||
**SAM** (Serviceable Addressable Market): TAM segment you can reach.
|
||||
```
|
||||
SAM = TAM x (% you can realistically serve given geography, channels, capability)
|
||||
```
|
||||
|
||||
**SOM** (Serviceable Obtainable Market): SAM you can realistically capture.
|
||||
```
|
||||
SOM = SAM x (Expected market share %)
|
||||
```
|
||||
|
||||
Methods:
|
||||
- **Top-down**: Start with industry reports, narrow to your segment
|
||||
- **Bottom-up**: Start with unit economics, multiply by reachable customers
|
||||
- **Value theory**: How much value does the solution create? What % can you capture?
|
||||
|
||||
### Worked Example: Netflix vs Blockbuster (2007)
|
||||
|
||||
**SWOT Analysis for Netflix:**
|
||||
| Category | Item | Evidence |
|
||||
|----------|------|----------|
|
||||
| Strength | Streaming technology | First-mover in online streaming; DVD-by-mail eliminated late fees |
|
||||
| Strength | Recommendation engine | Personalized suggestions increased engagement 60% |
|
||||
| Weakness | Limited content library | Dependent on studio licensing deals |
|
||||
| Weakness | High content acquisition cost | Margins compressed by licensing fees |
|
||||
| Opportunity | Broadband adoption | US broadband penetration growing 30% YoY |
|
||||
| Opportunity | International expansion | Untapped markets in Europe and Asia |
|
||||
| Threat | Studio-owned platforms | Studios could bypass Netflix and go direct-to-consumer |
|
||||
| Threat | Piracy | Illegal streaming as free alternative |
|
||||
|
||||
**Porter's Five Forces for Video Streaming (2007):**
|
||||
| Force | Rating | Rationale |
|
||||
|-------|--------|-----------|
|
||||
| New Entrants | 2/5 | High capital needed for content + tech infrastructure |
|
||||
| Supplier Power | 4/5 | Studios control content; few alternatives |
|
||||
| Buyer Power | 3/5 | Low switching cost but high engagement reduces churn |
|
||||
| Substitutes | 2/5 | No equivalent convenience at the time |
|
||||
| Rivalry | 3/5 | Blockbuster dominant but slow to innovate |
|
||||
|
||||
**Strategic Insight**: Netflix's technology moat + Blockbuster's organizational inertia = classic disruption pattern. Blockbuster's $6B revenue masked its vulnerability to a $1B challenger with superior unit economics. Confidence: **High (90%)** — outcome confirmed by Blockbuster's 2010 bankruptcy.
|
||||
|
||||
### Competitive Positioning
|
||||
|
||||
**Positioning Map**: Plot competitors on 2 key dimensions (e.g., price vs. quality, breadth vs. depth).
|
||||
|
||||
**Competitive Advantage Sources**:
|
||||
- Cost leadership: Lower cost structure than competitors
|
||||
- Differentiation: Unique value proposition
|
||||
- Focus/Niche: Serve a narrow segment exceptionally well
|
||||
- Network effects: Value increases with more users
|
||||
- Switching costs: Expensive or difficult for customers to leave
|
||||
|
||||
---
|
||||
|
||||
## Strategic Planning Methodologies
|
||||
|
||||
### OKR Framework (Objectives and Key Results)
|
||||
|
||||
```
|
||||
Objective: [What you want to achieve -- qualitative, inspiring]
|
||||
KR1: [Measurable outcome 1]
|
||||
KR2: [Measurable outcome 2]
|
||||
KR3: [Measurable outcome 3]
|
||||
```
|
||||
|
||||
Rules:
|
||||
- 3-5 objectives per period
|
||||
- 2-5 key results per objective
|
||||
- Key results must be measurable (not tasks)
|
||||
- Score 0.0 to 1.0; target 0.7 average (stretch goals)
|
||||
|
||||
### Strategy Canvas (Blue Ocean)
|
||||
|
||||
Compare your offering vs competitors across key factors:
|
||||
```
|
||||
Factor | Competitor A | Competitor B | Your Offering
|
||||
Price | High | Medium | Low
|
||||
Quality | High | Medium | High
|
||||
Ease of Use | Low | Medium | High
|
||||
Features | Many | Few | Moderate
|
||||
Support | Good | Poor | Excellent
|
||||
```
|
||||
|
||||
Identify factors to:
|
||||
- **Eliminate**: Remove factors the industry takes for granted
|
||||
- **Reduce**: Lower factors below industry standard
|
||||
- **Raise**: Increase factors above industry standard
|
||||
- **Create**: Introduce factors the industry has never offered
|
||||
|
||||
### Decision Matrix
|
||||
|
||||
| Option | Criterion 1 (w:30%) | Criterion 2 (w:25%) | Criterion 3 (w:25%) | Criterion 4 (w:20%) | Weighted Score |
|
||||
|--------|---------------------|---------------------|---------------------|---------------------|----------------|
|
||||
| A | 4 | 3 | 5 | 2 | 3.55 |
|
||||
| B | 3 | 5 | 3 | 4 | 3.70 |
|
||||
| C | 5 | 2 | 4 | 3 | 3.55 |
|
||||
|
||||
---
|
||||
|
||||
## Competitive Intelligence
|
||||
|
||||
### Information Sources
|
||||
|
||||
| Source Type | Examples | Reliability |
|
||||
|------------|----------|-------------|
|
||||
| Public filings | SEC filings, annual reports | High |
|
||||
| Press releases | Company announcements | Medium-High |
|
||||
| Job postings | LinkedIn, careers pages | Medium |
|
||||
| Product pages | Websites, pricing pages | Medium |
|
||||
| Review sites | G2, Capterra, Trustpilot | Medium |
|
||||
| Social media | LinkedIn, Twitter, Reddit | Medium-Low |
|
||||
| Industry reports | Gartner, Forrester, McKinsey | High |
|
||||
| Patents | USPTO, Google Patents | High |
|
||||
| News coverage | TechCrunch, Bloomberg | Medium |
|
||||
|
||||
### Competitor Tracking Template
|
||||
|
||||
```
|
||||
Company: [Name]
|
||||
Last Updated: YYYY-MM-DD
|
||||
|
||||
Product: [Core offering]
|
||||
Pricing: [Model and price points]
|
||||
Positioning: [How they describe themselves]
|
||||
Target Market: [Who they sell to]
|
||||
Key Differentiators: [What makes them unique]
|
||||
Recent Moves: [Product launches, funding, hires, partnerships]
|
||||
Strengths: [What they do well]
|
||||
Weaknesses: [Where they fall short]
|
||||
Estimated Revenue: [If available]
|
||||
Employee Count: [Growth indicator]
|
||||
```
|
||||
|
||||
---
|
||||
|
||||
## Report Templates
|
||||
|
||||
### Executive Brief Template
|
||||
```markdown
|
||||
# Strategic Brief: [Topic]
|
||||
**Date**: YYYY-MM-DD | **Author**: Strategist Hand
|
||||
|
||||
## Situation
|
||||
[2-3 sentences describing the current state]
|
||||
|
||||
## Key Findings
|
||||
1. [Most important finding]
|
||||
2. [Second finding]
|
||||
3. [Third finding]
|
||||
|
||||
## Recommendation
|
||||
[Clear, actionable recommendation with rationale]
|
||||
|
||||
## Next Steps
|
||||
- [ ] [Action item 1] -- [Owner] -- [Due date]
|
||||
- [ ] [Action item 2] -- [Owner] -- [Due date]
|
||||
|
||||
## Risk Factors
|
||||
- [Key risk 1 and mitigation]
|
||||
- [Key risk 2 and mitigation]
|
||||
```
|
||||
|
||||
### Strategy Memo Template (SCR Format)
|
||||
```markdown
|
||||
# Strategy Memo: [Topic]
|
||||
|
||||
## Situation
|
||||
[What is happening -- neutral facts]
|
||||
|
||||
## Complication
|
||||
[Why this matters -- the challenge or opportunity]
|
||||
|
||||
## Resolution
|
||||
[What we should do about it -- the recommendation]
|
||||
|
||||
## Evidence
|
||||
[Supporting data and analysis]
|
||||
|
||||
## Implementation
|
||||
[How to execute the recommendation]
|
||||
```
|
||||
Reference in new issue
Block a user