| name | strategy-frameworks |
| description | 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. |
| version | 1.0.0 |
| author | Hermes Agent community |
| license | MIT |
| metadata | {"hermes":{"tags":["ceo","strategy","competitive-analysis","growth","capital-allocation","okrs"]}} |
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
