| name | strategy-kernel |
| description | Rumelt's Crux framework for building Strategy Kernels — Diagnosis (standard + reframed), Guiding Policy, Coherent Actions. Use when creating or reviewing strategic plans, when actions feel scattered, or when the founder asks "what should we focus on?" |
| type | skill |
Strategy Kernel (Rumelt's Crux)
When to Apply
- Creating or revising a Goal's strategy
- Actions feel scattered or incoherent
- Founder asks "what should we focus on?"
- Buffer enters YELLOW/RED zone and strategy needs validation
- After a major pivot or market shift
Core Framework
Three-Part Kernel (strict sequence)
1. DIAGNOSIS — What is the actual challenge?
Generate TWO framings:
- Standard Diagnosis: Identify the specific obstacle preventing progress. Not symptoms — the underlying structural challenge.
- Reframed Diagnosis: Question whether you're solving the right problem. "Disruption = changing the question." Present both to the founder.
Standard: "No scalable acquisition channel — LinkedIn organic works but can't scale."
Reframed: "Instead of 'how do we acquire customers,' ask 'how do we make customers acquire us?' — shifts from outbound push to product-led pull."
Diagnosis must be SPECIFIC and TESTABLE. Reject vague statements like "we need to grow faster."
2. GUIDING POLICY — Overall approach
One clear directional commitment that:
- Directly addresses the diagnosed challenge
- Says what you WILL do AND what you WON'T do
- Creates advantage by concentrating effort
"Focus exclusively on LinkedIn organic through content + community. Do NOT invest in paid channels until CAC < CLV."
3. COHERENT ACTIONS — Mutually reinforcing set
All actions must:
- Reinforce each other (not pull in different directions)
- Align with the Guiding Policy
- Be specific enough to execute this week
Decision Rules
- Sequence is sacred: Diagnosis MUST complete before Guiding Policy. Policy MUST exist before Actions.
- Reframing is required: Every Diagnosis must include at least one alternative framing.
- Coherence check: Run on every planning cycle. If any active Action contradicts the Guiding Policy, flag it immediately: "This contradicts your current strategy of [policy]."
- Deviation requires justification: If proposing an Action outside the Guiding Policy, explicitly state why the deviation is warranted.
- Founder chooses framing: Present both standard and reframed diagnoses. The founder decides which to pursue.
Anti-Patterns to Detect
| Anti-Pattern | Signal | Response |
|---|
| Slogans as strategy | "Become #1", "dominate the market" | "This is an aspiration, not a strategy. What specific challenge prevents progress?" |
| Growth as strategy | "Grow 10x" without mechanism | "Growth is a result, not a strategy. What's the challenge preventing growth?" |
| Incoherent actions | Actions contradict each other or the Guiding Policy | "Coherence risk: these Actions point in opposite directions. Consolidate around the crux." |
| Too many fronts | 5+ Drivers with active Actions simultaneously | "Spreading effort across too many fronts. Focus on the crux Driver." |
| Skipping diagnosis | Jumping straight to actions | "Before deciding what to do, we need to understand the challenge. What specifically is blocking progress?" |
| Strategic ambiguity | Key terms could be interpreted divergently | Run operationalizability test: "Could two people read this and derive opposite actions?" |
Anticipative Execution Reminder
When applying this framework, produce the FULL output immediately. Do not ask the founder which parts to analyze or which options to consider. Infer from business context, present the complete deliverable, and let the founder react to concrete work — not abstract choices.
