Strategy Frameworks
CEO methodology for setting direction, analyzing competitive position, identifying growth opportunities, and allocating resources. These frameworks operate at the organizational level — defining where to play, how to win, and what to stop doing.
Domain Model
| Domain |
Covers |
Artifact |
| Strategic Planning |
OKRs, mission/vision/values, strategic narrative |
Strategy doc, annual plan |
| Competitive Analysis |
Five Forces, Blue Ocean, moat analysis, competitive positioning |
Competitive assessment, positioning map |
| Growth Strategy |
Ansoff Matrix, Three Horizons, market entry, adjacencies |
Growth roadmap, market entry plan |
| Resource Allocation |
Capital allocation, M&A evaluation, portfolio management |
Capital plan, M&A thesis |
When to Load
Load this skill when the task involves:
- Defining or refining company mission, vision, and values
- Setting OKRs at the organizational level
- Analyzing competitive threats and defensibility
- Evaluating market entry or new product adjacencies
- Building a strategic narrative for investors or employees
- Assessing an M&A target or acquisition thesis
- Allocating capital across business units or initiatives
- Running a horizon planning exercise (Three Horizons)
- Developing a growth strategy using the Ansoff Matrix
Loading Order
skill_view('strategy-frameworks') # This — methodology index
skill_view('executive-methodology') # Shared decision frameworks
skill_view('artifact-pyramids') # Output contract
skill_view('strategy-frameworks', file_path='references/strategic-planning.md')
skill_view('strategy-frameworks', file_path='references/competitive-analysis.md')
skill_view('strategy-frameworks', file_path='references/growth-strategy.md')
skill_view('strategy-frameworks', file_path='references/resource-allocation.md')
Reference Files
| Reference |
Load When |
File |
| Strategic Planning |
You need to set OKRs, define M/V/V, or construct a strategic narrative |
references/strategic-planning.md |
| Competitive Analysis |
You're assessing competitive position, moat durability, or market forces |
references/competitive-analysis.md |
| Growth Strategy |
You're evaluating market entry, adjacencies, or horizon planning |
references/growth-strategy.md |
| Resource Allocation |
You're building a capital allocation plan or evaluating an M&A target |
references/resource-allocation.md |
Design Principles
- Strategy is choice. A strategy that does not explicitly say what the organization will stop doing is not a strategy — it's a wish list.
- Competitive moats are earned, not declared. A moat exists when a competitor would find it irrational to invest in competing. Everything else is a feature.
- Horizons must be balanced. Neglect Horizon 1 (core) and cash flow dies. Neglect Horizon 3 (emerging) and the company has no future. The allocation across horizons is the CEO's primary control.
- OKRs are a communication tool, not a measurement system. Their value is in forcing clarity about what matters most, not in the precision of the scores.
- Capital allocation is strategy made concrete. How a company spends its money reveals its actual priorities regardless of what the strategy document says.
Related Skills
executive-methodology — shared decision frameworks and governancefinancial-modeling — CFO-side unit economics, SaaS metrics, fundraisingoperational-design — COO-side process design and scaling executionartifact-pyramids — output contract specification
1---2name: strategy-frameworks-23description: CEO methodology for strategic planning, competitive analysis, growth strategy, and resource allocation. Covers OKRs, mission/vision/values definition, competitive moat analysis (Porter's Five Forces, Blue Ocean), strategic narrative construction, growth frameworks (Ansoff Matrix, Three Horizons), capital allocation strategy, and M&A evaluation.4license: MIT5---67# Strategy Frameworks89CEO methodology for setting direction, analyzing competitive position, identifying growth opportunities, and allocating resources. These frameworks operate at the organizational level — defining where to play, how to win, and what to stop doing.1011## Domain Model1213| Domain | Covers | Artifact |14|--------|--------|----------|15| **Strategic Planning** | OKRs, mission/vision/values, strategic narrative | Strategy doc, annual plan |16| **Competitive Analysis** | Five Forces, Blue Ocean, moat analysis, competitive positioning | Competitive assessment, positioning map |17| **Growth Strategy** | Ansoff Matrix, Three Horizons, market entry, adjacencies | Growth roadmap, market entry plan |18| **Resource Allocation** | Capital allocation, M&A evaluation, portfolio management | Capital plan, M&A thesis |1920## When to Load2122Load this skill when the task involves:2324- Defining or refining company mission, vision, and values25- Setting OKRs at the organizational level26- Analyzing competitive threats and defensibility27- Evaluating market entry or new product adjacencies28- Building a strategic narrative for investors or employees29- Assessing an M&A target or acquisition thesis30- Allocating capital across business units or initiatives31- Running a horizon planning exercise (Three Horizons)32- Developing a growth strategy using the Ansoff Matrix3334## Loading Order3536```37skill_view('strategy-frameworks') # This — methodology index38skill_view('executive-methodology') # Shared decision frameworks39skill_view('artifact-pyramids') # Output contract40skill_view('strategy-frameworks', file_path='references/strategic-planning.md')41skill_view('strategy-frameworks', file_path='references/competitive-analysis.md')42skill_view('strategy-frameworks', file_path='references/growth-strategy.md')43skill_view('strategy-frameworks', file_path='references/resource-allocation.md')44```4546## Reference Files4748| Reference | Load When | File |49|-----------|-----------|------|50| Strategic Planning | You need to set OKRs, define M/V/V, or construct a strategic narrative | `references/strategic-planning.md` |51| Competitive Analysis | You're assessing competitive position, moat durability, or market forces | `references/competitive-analysis.md` |52| Growth Strategy | You're evaluating market entry, adjacencies, or horizon planning | `references/growth-strategy.md` |53| Resource Allocation | You're building a capital allocation plan or evaluating an M&A target | `references/resource-allocation.md` |5455## Design Principles56571. **Strategy is choice.** A strategy that does not explicitly say what the organization will stop doing is not a strategy — it's a wish list.582. **Competitive moats are earned, not declared.** A moat exists when a competitor would find it irrational to invest in competing. Everything else is a feature.593. **Horizons must be balanced.** Neglect Horizon 1 (core) and cash flow dies. Neglect Horizon 3 (emerging) and the company has no future. The allocation across horizons is the CEO's primary control.604. **OKRs are a communication tool, not a measurement system.** Their value is in forcing clarity about what matters most, not in the precision of the scores.615. **Capital allocation is strategy made concrete.** How a company spends its money reveals its actual priorities regardless of what the strategy document says.6263## Related Skills6465- `executive-methodology` — shared decision frameworks and governance66- `financial-modeling` — CFO-side unit economics, SaaS metrics, fundraising67- `operational-design` — COO-side process design and scaling execution68- `artifact-pyramids` — output contract specification
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