strategic-scout

name

strategic-scout

description

Produces a scout document containing a stated tension, 3-5 distinct routes with tradeoffs, and a recommended direction with rationale — the first artifact in a four-step pipeline (scout → spec → prompts → commission). Canonical version, wired into that pipeline; for a fast single-file scout with no pipeline scaffolding, use `dojo-craft:scout-writer`. Use when: "we don't know which direction to take", "scout our options before we commit", "what are the tradeoffs here", "we're stuck between competing priorities", "I need routes before writing a spec".

Strategic Scout Skill

Version: 2.1 Created: 2026-02-07 Author: Manus AI Purpose: To provide a structured, repeatable process for navigating strategic uncertainty, exploring multiple possible futures, and aligning on a clear, actionable plan.

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I. The Philosophy: From Problem to Possibility

Strategic thinking is not about finding the right answer to a problem; it is about exploring the landscape of possibility that a tension reveals. This skill transforms the act of planning from a linear process of problem-solving to a creative process of possibility-seeking.

By beginning with a tension, scouting multiple routes, and continuously aligning on a shared vision, we can navigate uncertainty with clarity and confidence, and arrive at solutions that are both innovative and robust.

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II. When to Use This Skill

• At the beginning of a new project or major release.
• When facing a significant strategic decision with no clear answer.
• When a project feels stuck or lacks a clear direction.
• When there are multiple competing priorities or stakeholder interests.

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III. The Workflow

This is a 4-step workflow for strategic scouting and decision-making.

Step 1: Identify the Tension

Goal: To frame the strategic challenge as a tension to be held, not a problem to be solved.

1. Articulate the Tension: Clearly state the core strategic challenge as a tension between two competing ideas (e.g., "feature lab vs. focused product").
2. Hold the Question Open: Resist the urge to immediately choose a side or find a solution. The goal is to create a space for exploration.

Step 2: Scout Multiple Routes

Goal: To map the landscape of possibility by exploring multiple distinct paths forward.

1. Generate 3-5 Routes: Use Scout mode to generate a diverse set of potential routes.
2. Define Tradeoffs: For each route, clearly articulate the risk profile, potential impact, and estimated duration.
3. Present the Options: Present the routes and their tradeoffs to the user for review and discussion.

Step 3: Synthesize and Refine

Goal: To create a hybrid approach that combines the best aspects of multiple routes.

1. Gather Feedback: Actively listen to the user's feedback on the scouted routes.
2. Look for Connections: Identify opportunities to combine elements from different routes into a more robust solution.
3. Propose a Hybrid Plan: Present a new, synthesized plan that incorporates the user's feedback and the best aspects of the scouted routes.

Step 4: Align on Vision

Goal: To ensure that the plan is fully aligned with the user's true strategic vision.

1. Check for Alignment: Continuously ask clarifying questions to ensure that the plan is meeting the user's underlying goals.
2. Be Prepared to Reframe: If the user's feedback reveals a deeper or different vision, be prepared to reframe the entire plan.
3. Confirm the Vision: Before moving to execution, get explicit confirmation from the user that the plan is fully aligned with their vision.

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IV. Best Practices

• Begin with a Tension, Not a Solution: The quality of your strategic thinking is determined by the quality of your questions.
• Scouting is an Act of Humility: The first idea is rarely the best idea. Be patient and explore multiple possibilities.
• Synthesis is a Creative Act: The best solutions often come from combining existing ideas in new ways.
• Alignment is an Ongoing Process: Don't assume you understand the user's vision. Continuously check for alignment.

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VII. The Full Pipeline: Scout → Spec → Prompts → Commission

The strategic scout is not standalone — it is phase 1 of a 4-step workflow. Each step produces a persistent artifact:

Phase 1: Scout (this skill)

• Output: A scout document with tension, 3-5 routes, tradeoffs, and selected direction with rationale
• Artifact: thinking/[topic]_strategic_scout.md

Phase 2: Specify

• Input: Scout decisions + codebase audit
• Tool: release-specification skill
• Output: A production-ready specification grounded in scout decisions AND measured codebase state
• Artifact: docs/vX.X.X/[release]_specification.md

Phase 3: Prompts

• Input: Specification sections
• Tool: implementation-prompt or zenflow-prompt-writer skill
• Output: Self-contained implementation prompts, one per parallel track
• Artifact: docs/vX.X.X/prompts/track_[N]_prompt.md

Phase 4: Commission

• Input: Implementation prompts + actual codebase
• Tool: pre-implementation-checklist skill (with Track 0)
• Output: Verified prompts with Track 0 remediation complete, then parallel execution
• Gate: Track 0 must pass before parallel tracks begin

The scout is the "why." The spec is the "what." The prompts are the "how." Track 0 is the "verify."

Key triggers: "scout to spec", "spec pipeline", "full workflow from tension to implementation"

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VI. Quality Checklist

Before moving to execution, ensure you can answer "yes" to all of the following questions:

• Have you clearly articulated the core strategic tension?
• Have you scouted at least 3-5 distinct routes with clear tradeoffs?
• Have you looked for opportunities to synthesize the best aspects of multiple routes?
• Have you gotten explicit confirmation from the user that the plan is fully aligned with their vision?

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VIII. Perspectives from Past Scouting Sessions

Perspective 1: The Great Simplification (v0.0.31)

• Tension: Additive complexity vs. subtractive simplification.
• Insight: A lean, focused product is often more powerful than a feature-rich but bloated one.
• Lesson: Don't be afraid to pivot and start fresh if the current path is leading to complexity.

Perspective 2: Orchestration Visibility (v0.0.31)

• Tension: Backend power vs. frontend visibility.
• Insight: A powerful feature is useless if the user can't see it or understand it.
• Lesson: Make the invisible visible. The user experience of a feature is as important as the feature itself.

Perspective 3: Parallel Tracks (v0.0.30)

• Tension: Speed vs. quality.
• Insight: With clear specifications and separation of concerns, you can have both.
• Lesson: Good governance multiplies velocity. Invest in planning and specification to enable parallel execution.

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Output

• Scout document saved to thinking/[topic]_strategic_scout.md containing: tension statement, 3-5 routes (each with approach, risks, estimated impact, and duration), and a recommended direction with explicit rationale
• If the user is proceeding to Phase 2, a handoff note naming the spec artifact and the relevant skill to invoke next

Examples

Scenario 1: "Should we build a mobile app or focus on improving the desktop experience?" → Scout document with routes including (1) mobile-first PWA, (2) desktop-only deepening, (3) parallel mobile + desktop, (4) web-responsive as mobile substitute — each with risk profile and timeline, plus a recommendation with stated tradeoffs.

Scenario 2: "We need to decide whether to open-source our core library." → Scout document exploring (1) full open-source with community model, (2) open-core (free tier + paid extensions), (3) source-available license, (4) stay closed — with business model implications and competitive risk for each. Recommended direction identifies which option fits the current revenue stage.

Edge Cases

• If the user already knows their direction and just wants help specifying it, skip scouting and route directly to release-specification or implementation-prompt — running a full scout on a decided question wastes time and can introduce unnecessary doubt.
• If the tension involves a third-party constraint (regulatory requirement, contractual obligation, hard deadline), surface that constraint upfront and remove any routes that violate it before presenting options.
• If the tension is primarily interpersonal or organizational (e.g., disagreement between two team members), note that this skill addresses the strategic dimension only and flag that alignment work is a separate step.

Anti-Patterns

• Presenting routes that are not genuinely distinct — if Routes 2 and 3 differ only in implementation detail rather than strategic approach, collapse them into one route.
• Recommending a direction before presenting all routes — the recommendation must come after the options are on the table, not before, to avoid anchoring the user prematurely.
• Scouting without naming the tension explicitly — a scout that jumps straight to routes without a stated tension gives users no way to evaluate whether the routes actually address their situation.
• Treating scout output as final — the scout document is a starting point for conversation, not a decision. Always check for reframes before moving to Phase 2.