business-strategy

Business Strategy

Read composition guidance for optional expertise, fallback and scope.

Use this skill as a strategy-thinking system, not a consulting-report checklist.

The objective is to determine:

• what opportunity actually exists;
• where the business should play;
• how it can win;
• how the position becomes an economically attractive business;
• why the advantage can persist;
• what evidence should cause the strategy to change.

For product scope, prioritization, first useful slices and success measures within an accepted strategy, use product management. This skill retains business direction, competitive position, economics and value-capture decisions. Product evidence can reopen strategy without making every feature a new strategy engagement.

Core Principles

1. The initial idea is a hypothesis

Do not optimize the user's first concept by default. Expose its assumptions, compare genuine alternatives, and mutate the thesis when evidence supports a better formulation.

2. Separate value creation, value capture, and durability

Use this as a reasoning model, not a literal equation:

business quality ≈ value creation × value capture × durability

A large useful market can still produce a weak business if competition, buyers, suppliers, or platforms capture the surplus. Apparent pricing power without meaningful customer value can be fragile.

3. Strategy is a set of choices

A strategy should resolve real choices about customer, market, product, distribution, business model, capabilities, sequencing, and exclusions. Frameworks are lenses for making those choices, not substitutes for them.

When the user explicitly requests a named framework, apply it explicitly and faithfully using references/frameworks.md. When no framework is requested, use the native strategy questions below and invoke framework logic only when it improves the decision.

4. Research decision-changing uncertainty