SKILL.md
Strategic Analysis - Strategy Evaluator
Assess strategic positioning, competitive dynamics, and explore alternative futures. Move from gut feeling to structured strategic thinking.
Quick Start
- Identify what strategic question you're trying to answer
- Select technique based on what kind of analysis you need
- Work through the framework systematically
Technique Selection
| Need | Use | Why |
|---|---|---|
| Assess current strategic position | SWOT Analysis | Balanced view of internal/external factors |
| Understand competitive dynamics | Porter's Five Forces | Maps industry pressure points |
| Explore possible futures | Scenario Planning | Prepares for multiple outcomes |
| Test assumptions quickly | What-If Analysis | Rapid exploration of variables |
Default: Use SWOT for current state assessment, Scenario Planning for future uncertainty.
Techniques
SWOT Analysis
Structured assessment of Strengths, Weaknesses, Opportunities, and Threats. Internal vs external, positive vs negative.
Read [cookbook/swot.md](./cookbook/swot.md)
Porter's Five Forces
Analyze competitive intensity through five structural forces: rivalry, suppliers, buyers, substitutes, new entrants.
Read [cookbook/porters-five-forces.md](./cookbook/porters-five-forces.md)
Scenario Planning
Develop multiple plausible futures and strategies that work across them. Prepare for uncertainty.
Read [cookbook/scenario-planning.md](./cookbook/scenario-planning.md)
What-If Analysis
Rapidly explore how changes to key variables would affect outcomes. Test sensitivity and assumptions.
Read [cookbook/what-if-analysis.md](./cookbook/what-if-analysis.md)
Core Principles
- Data over opinion - Ground analysis in evidence where possible
- Multiple perspectives - One framework rarely captures everything
- So what? - Always connect analysis to actionable implications
- Challenge assumptions - The most dangerous assumptions are unstated ones
- Revisit regularly - Strategic landscape changes; analysis should too
When Strategic Analysis Works Best
- Major decisions with long-term consequences
- Entering new markets or launching new products
- Competitive landscape is shifting
- Need to align stakeholders on strategic direction
- Annual planning and strategy reviews
Common Pitfalls
- Treating SWOT as a checklist, not a thinking tool
- Analyzing in isolation (one framework, no synthesis)
- Confusing current state with desired state
- Over-confidence in single scenarios
- Analysis paralysis - never moving to action