good-strategylisted

Strategy evaluation and design framework based on Richard Rumelt's "Good Strategy Bad Strategy" and Michael Porter's "What Is Strategy?". Use this skill whenever the user is discussing strategy, plans, priorities, vision, roadmaps, OKRs, or competitive positioning — even if they do not explicitly say "good strategy", "Rumelt", "Porter", or "strategy kernel". Triggers include: (1) evaluating whether a strategy is good or bad, (2) diagnosing the core challenge before proposing solutions, (3) building a coherent strategy kernel (diagnosis + guiding policy + coherent actions), (4) stress-testing strategic plans with pre-mortem analysis, (5) diagnosing strategy claims that are actually goals, visions, or budgets dressed up as strategy, (6) reviewing a "strategy doc" or "strategic priorities" for fluff and incoherence, (7) applying Porter's five forces or value chain analysis, (8) deciding what to say "no" to and identifying trade-offs, (9) auditing roadmaps or resource allocation for strategic coherence.
tomaszstaniak/pm-ai-skills · ★ 0 · AI & Automation · score 70

Install: claude install-skill tomaszstaniak/pm-ai-skills

# Good Strategy Framework A framework for evaluating, designing, and stress-testing strategies. Based on Richard Rumelt's "Good Strategy Bad Strategy" and enriched with Michael Porter's "What Is Strategy?" — the definitive works on distinguishing real strategy from the fluff that passes for it. Includes a built-in pre-mortem stress test. ## Core Principle **Strategy is not a goal. Strategy is a coherent response to a challenge.** Most organizations confuse strategy with ambition ("be the market leader"), goals ("grow 30% YoY"), or a list of priorities ("our strategic priorities are..."). None of these are strategy. A strategy is a diagnosis of the situation, a guiding policy for dealing with it, and a set of coherent actions designed to carry out the policy. Porter adds a critical insight: **Strategy is about choosing what NOT to do.** The essence of strategy is choosing a set of activities that are different from competitors. Operational effectiveness (doing the same things better) is not strategy. Competitive advantage comes from performing different activities or performing similar activities in different ways. ## Scoring **Goal: 10/10.** When evaluating a strategy, rate it 0-10: | Score | Description | |-------|-------------| | 0-2 | No strategy. What exists is a list of goals, a vision statement, or a budget dressed up as a strategy. | | 3-4 | Bad strategy. Contains fluff (inflated language saying nothing), fails to diagnose the challenge, or lists disconnected ac