nandanosql Purpose
Help product managers choose the right strategic framework for their situation through adaptive assessment. Different strategic challenges require different frameworks — this advisor matches your context (growth stage, competitive dynamics, market maturity) to the most effective approach.
Key Concepts
Strategy Framework Landscape
| Framework | Best For | Core Question |
|---|---|---|
| Porter's Five Forces | Competitive analysis | "How attractive is this market?" |
| Blue Ocean | Market creation | "Can we make competition irrelevant?" |
| Ansoff Matrix | Growth direction | "Existing vs. new markets/products?" |
| Jobs-to-be-Done | Innovation | "What job should we solve?" |
| Platform Strategy | Network effects | "Can we build a two-sided market?" |
| Lean Strategy | Validation | "What's the fastest way to learn?" |
| Disruption Theory | Market entry | "Are we disrupting from below?" |
Application
Question 1: Strategic Challenge
Agent asks: "What's the primary strategic challenge you're facing?"
Options:
- Entering a new market — "We want to expand into a new segment/geography"
- Defending market position — "Competitors are gaining ground"
- Creating a new category — "Nothing like this exists yet"
- Growth plateau — "Our growth has stalled"
- Platform ambitions — "We want to build a marketplace/platform"
- Pivot evaluation — "Should we change direction?"
Question 2: Market Maturity
Agent asks: "How mature is the market you're operating in?"
Options:
- Nascent — Few competitors, customers don't know they need this
- Growing — Multiple players, customers understand the category
- Mature — Established players, features converging, price competition
- Declining — Market is shrinking or being disrupted
Question 3: Competitive Position
Agent asks: "How strong is your current competitive position?"
Options:
- Market leader — #1 or #2 in our segment
- Strong challenger — Known player but not dominant
- Niche player — Strong in a small segment
- New entrant — Just entering this market
- Incumbent being disrupted — Established but under threat
Question 4: Resources Available
Agent asks: "What resources can you commit to strategic initiatives?"
Options:
- Bootstrapped — Minimal budget, small team
- Funded but constrained — Some investment but tight roadmap
- Well-resourced — Strong budget and team for strategic bets
- Enterprise — Large organization with multi-year planning
Output: Strategy Recommendation
# Strategic Framework Recommendation
**Based on your context:**
- Challenge: [From Q1]
- Market Maturity: [From Q2]
- Position: [From Q3]
- Resources: [From Q4]
## Recommended Framework: [Framework Name]
**Why this fits:**
- [Rationale tied to each context dimension]
**How to apply it:**
### Step 1: [First step]
[Guidance + reference to relevant skill]
### Step 2: [Second step]
[Guidance]
### Step 3: [Third step]
[Guidance]
## Alternative Framework
If [conditions change], consider [alternative framework] because [reason].
## Red Flags to Watch
- [Signal that this framework isn't working]
- [Signal to switch approaches]
Quality Rubric
| Dimension | 0 | 1 | 2 |
|---|---|---|---|
| Context Fit | Generic recommendation | Matches some context | Matches all 4 dimensions |
| Practicality | Theory only | Steps listed | Steps + skill references + examples |
| Alternatives | None | Mentioned | Alternative with switching criteria |
References
Related Skills
skills/strategy/swot-analysis/SKILL.md— Internal/external assessmentskills/strategy/pestel-analysis/SKILL.md— External forces analysisskills/strategy/business-model-canvas/SKILL.md— Business model designskills/strategy/product-strategy-session/SKILL.md— Full strategy workflow
External Frameworks
- Michael Porter, Competitive Strategy (1980)
- W. Chan Kim, Blue Ocean Strategy (2005)
- Clayton Christensen, The Innovator's Dilemma (1997)
- Igor Ansoff, Corporate Strategy (1965)
Skill type: Interactive Domain: Strategy & Vision