@oriro/orirocli 0.1.9 → 0.1.11

package/skills/business/biz-leadership/SKILL.md

@@ -1,106 +1,106 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-leadership
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Leadership — leadership frameworks, decision-making, communication, developing
-  others, organizational change, and building high-performing teams. Activate
-  for questions about leadership, managing people, organizational change, making
-  decisions as a leader, or any leadership development question. Sources:
-  Harvard Leadership, Center for Creative Leadership, Drucker management principles.
----
-
-# Leadership
-
-## What leadership is (and is not)
-
-Leadership = Influence toward a shared goal.
-Management = Coordinate work. Leadership = Inspire work.
-Both matter. At senior levels, leadership > management.
-
-**Drucker:** Management is doing things right. Leadership is doing the right things.
-
-## Leadership styles that work
-
-### Situational leadership (Hersey & Blanchard)
-
-Match your style to the follower's development level on each specific task.
-D1 (enthusiastic beginner): High direction, low support. Tell them exactly what to do.
-D2 (disillusioned learner): High direction + high support. Explain why + involve them.
-D3 (capable but cautious): Low direction, high support. Encourage, listen, ask.
-D4 (self-reliant achiever): Low direction, low support. Delegate fully.
-Error: One style for all. The same person may need different styles for different tasks.
-
-### Transformational leadership
-
-Inspires through vision, values, and intrinsic motivation.
-Four Is: Idealized influence (role model), Inspirational motivation (compelling vision), Intellectual stimulation (challenge assumptions), Individualized consideration (develop each person).
-Most effective for high-complexity, high-change environments.
-
-## Making decisions
-
-**Levels of certainty:**
-Clear problems with known solutions: Apply best practice. (Cynefin: Simple/Obvious)
-Complicated problems: Expert analysis, consider options. (Cynefin: Complicated)
-Complex problems: Probe-sense-respond. Run experiments. (Cynefin: Complex)
-Chaos: Act first to stabilize, then sense. (Cynefin: Chaotic)
-
-**Decision-making frameworks:**
-OODA Loop: Observe → Orient → Decide → Act (military, fast-cycle decisions)
-Pre-mortem: Imagine it's one year later and the decision failed. What went wrong?
-Reversible vs. irreversible: Fast-cycle reversible decisions; deliberate on irreversible (Bezos: "Type 1 vs. Type 2 decisions").
-10-10-10: How will I feel about this in 10 minutes / 10 months / 10 years?
-
-## Developing others
-
-**Coaching vs. mentoring vs. directing:**
-Coaching: Ask questions to help them find their own answers. Best for capable, motivated people.
-Mentoring: Share your experience and advice. Best for career development.
-Directing: Tell them what to do. Best for new or struggling people on specific tasks.
-
-**GROW coaching model:**
-G — Goal: What do you want to achieve?
-R — Reality: Where are you now? What's happening?
-O — Options: What could you do? What else?
-W — Will: What will you do? When? Who else needs to know?
-
-**Delegation:** Assign work → Grant authority → Hold accountable. All three required.
-Common failure: Assign work without authority (micromanagement follows), or assign without accountability (completion optional).
-
-**Feedback:** See organizational psychology skill. SBI model. Radical candor.
-
-## Leading organizational change
-
-**Kotter's 8-step change model:**
-
-1. Create urgency: Why must we change? What happens if we don't?
-2. Build a guiding coalition: Who are the key influencers?
-3. Form strategic vision: Where are we going?
-4. Enlist a volunteer army: Who will carry the change forward?
-5. Enable action by removing barriers
-6. Generate short-term wins: Demonstrate early results
-7. Sustain acceleration: Keep momentum, learn from experience
-8. Institute change: Anchor in culture and systems
-
-**Resistance to change:** Not irrational. People resist loss (of control, of competence, of relationships).
-Address: What are you losing? Is that real or perceived? How will we support you?
-
-## Communication for leaders
-
-**The leader's communication responsibilities:**
-Context: Why are we doing this? What's the bigger picture?
-Clarity: What exactly are we doing? Who does what?
-Consistency: Same message across all audiences.
-Candor: Tell the truth, even when hard. Silence is not neutral.
-
-**Delivering difficult messages:**
-Lead with the main point. Don't bury bad news.
-Separate the event from the emotion. Name both.
-Focus forward: What do we do now?
-Avoid euphemisms that obscure reality.
-
-Sources: Drucker Management (principles), Hersey & Blanchard Situational Leadership,
-Kotter "Leading Change" (principles), Edmondson psychological safety research,
-CCL Leadership Development research (ccl.org), HBR leadership articles (free)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-leadership
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Leadership — leadership frameworks, decision-making, communication, developing
+  others, organizational change, and building high-performing teams. Activate
+  for questions about leadership, managing people, organizational change, making
+  decisions as a leader, or any leadership development question. Sources:
+  Harvard Leadership, Center for Creative Leadership, Drucker management principles.
+---
+
+# Leadership
+
+## What leadership is (and is not)
+
+Leadership = Influence toward a shared goal.
+Management = Coordinate work. Leadership = Inspire work.
+Both matter. At senior levels, leadership > management.
+
+**Drucker:** Management is doing things right. Leadership is doing the right things.
+
+## Leadership styles that work
+
+### Situational leadership (Hersey & Blanchard)
+
+Match your style to the follower's development level on each specific task.
+D1 (enthusiastic beginner): High direction, low support. Tell them exactly what to do.
+D2 (disillusioned learner): High direction + high support. Explain why + involve them.
+D3 (capable but cautious): Low direction, high support. Encourage, listen, ask.
+D4 (self-reliant achiever): Low direction, low support. Delegate fully.
+Error: One style for all. The same person may need different styles for different tasks.
+
+### Transformational leadership
+
+Inspires through vision, values, and intrinsic motivation.
+Four Is: Idealized influence (role model), Inspirational motivation (compelling vision), Intellectual stimulation (challenge assumptions), Individualized consideration (develop each person).
+Most effective for high-complexity, high-change environments.
+
+## Making decisions
+
+**Levels of certainty:**
+Clear problems with known solutions: Apply best practice. (Cynefin: Simple/Obvious)
+Complicated problems: Expert analysis, consider options. (Cynefin: Complicated)
+Complex problems: Probe-sense-respond. Run experiments. (Cynefin: Complex)
+Chaos: Act first to stabilize, then sense. (Cynefin: Chaotic)
+
+**Decision-making frameworks:**
+OODA Loop: Observe → Orient → Decide → Act (military, fast-cycle decisions)
+Pre-mortem: Imagine it's one year later and the decision failed. What went wrong?
+Reversible vs. irreversible: Fast-cycle reversible decisions; deliberate on irreversible (Bezos: "Type 1 vs. Type 2 decisions").
+10-10-10: How will I feel about this in 10 minutes / 10 months / 10 years?
+
+## Developing others
+
+**Coaching vs. mentoring vs. directing:**
+Coaching: Ask questions to help them find their own answers. Best for capable, motivated people.
+Mentoring: Share your experience and advice. Best for career development.
+Directing: Tell them what to do. Best for new or struggling people on specific tasks.
+
+**GROW coaching model:**
+G — Goal: What do you want to achieve?
+R — Reality: Where are you now? What's happening?
+O — Options: What could you do? What else?
+W — Will: What will you do? When? Who else needs to know?
+
+**Delegation:** Assign work → Grant authority → Hold accountable. All three required.
+Common failure: Assign work without authority (micromanagement follows), or assign without accountability (completion optional).
+
+**Feedback:** See organizational psychology skill. SBI model. Radical candor.
+
+## Leading organizational change
+
+**Kotter's 8-step change model:**
+
+1. Create urgency: Why must we change? What happens if we don't?
+2. Build a guiding coalition: Who are the key influencers?
+3. Form strategic vision: Where are we going?
+4. Enlist a volunteer army: Who will carry the change forward?
+5. Enable action by removing barriers
+6. Generate short-term wins: Demonstrate early results
+7. Sustain acceleration: Keep momentum, learn from experience
+8. Institute change: Anchor in culture and systems
+
+**Resistance to change:** Not irrational. People resist loss (of control, of competence, of relationships).
+Address: What are you losing? Is that real or perceived? How will we support you?
+
+## Communication for leaders
+
+**The leader's communication responsibilities:**
+Context: Why are we doing this? What's the bigger picture?
+Clarity: What exactly are we doing? Who does what?
+Consistency: Same message across all audiences.
+Candor: Tell the truth, even when hard. Silence is not neutral.
+
+**Delivering difficult messages:**
+Lead with the main point. Don't bury bad news.
+Separate the event from the emotion. Name both.
+Focus forward: What do we do now?
+Avoid euphemisms that obscure reality.
+
+Sources: Drucker Management (principles), Hersey & Blanchard Situational Leadership,
+Kotter "Leading Change" (principles), Edmondson psychological safety research,
+CCL Leadership Development research (ccl.org), HBR leadership articles (free)

package/skills/business/biz-marketing-strategy/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-marketing-strategy/SKILL.md

@@ -1,119 +1,119 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-marketing-strategy
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Marketing strategy — market segmentation, targeting, positioning, go-to-market
-  planning, brand strategy, customer acquisition, and marketing measurement.
-  Activate for questions about marketing strategy, target market, positioning,
-  go-to-market, brand building, customer acquisition strategy, or any strategic
-  marketing question. Sources: Kotler marketing principles, HBR marketing,
-  OpenStax Marketing Principles (CC-BY).
----
-
-# Marketing Strategy
-
-## STP framework (Segmentation, Targeting, Positioning)
-
-The foundation of all marketing strategy.
-
-### Segmentation — divide the market
-
-**Demographic:** Age, gender, income, education, family size.
-**Geographic:** Country, region, city, climate.
-**Psychographic:** Values, lifestyle, personality, interests.
-**Behavioral:** Usage rate, loyalty, purchase occasion, benefits sought, stage in buyer journey.
-
-The best segmentations combine multiple bases. A "high-income 35-50 year old professional who values efficiency and uses premium products" is more actionable than just "high income."
-
-### Targeting — choose your segments
-
-**Criteria for attractive segments:**
-Measurable: Can you quantify the size?
-Substantial: Large enough to be profitable?
-Accessible: Can you reach them with your marketing?
-Differentiable: Responds differently from other segments?
-Actionable: Can you design effective programs?
-
-**Targeting strategies:**
-Mass marketing (undifferentiated): One offering for all. Commodities. Declining.
-Differentiated: Different offerings for different segments. Most consumer brands.
-Concentrated (niche): One segment, deeply. Most effective for startups.
-Micro-marketing: Individual or local customization.
-
-### Positioning — own a distinct place in minds
-
-**Positioning statement format:**
-"For [target segment] who [need/want], [Brand] is the [category] that [differentiating benefit] because [reason to believe]."
-
-Example: "For ambitious young professionals who want to advance their careers, LinkedIn is the professional network that connects you with opportunities and relevant peers because it has 950M+ professionals and industry-leading hiring tools."
-
-**Perceptual map:** Plot competitors on two relevant axes. Find gaps. Own a defensible position.
-
-**Category entry points:** Which situations trigger category consideration? Be present at these moments.
-
-## Go-to-market (GTM) strategy
-
-**Sales-led:** Sales team drives acquisition. Works for complex, high-value B2B. High CAC, high LTV.
-**Marketing-led:** Content, paid ads, SEO, events drive inbound demand. B2B mid-market. Lower CAC.
-**Product-led (PLG):** Product is primary acquisition vehicle. Freemium, trials, virality. Lower CAC, faster scale. Best for self-serve products.
-**Partnership-led:** Channels, resellers, integrations drive acquisition. Leverage others' distribution.
-
-**GTM checklist:**
-
-- Who is the ideal customer profile (ICP)?
-- Where do they spend time / how do they buy?
-- What is the messaging that resonates?
-- What is the sales motion (inbound/outbound/PLG)?
-- What are the key metrics and targets?
-
-## Brand strategy
-
-**Brand equity components:**
-Awareness: Do they know you exist?
-Associations: What do they associate with you?
-Perceived quality: Do they believe you deliver quality?
-Loyalty: Do they choose you repeatedly?
-
-**Brand architecture:**
-Branded house (Apple): Master brand drives all sub-products. Strong when master brand is strong.
-House of brands (P&G): Each product has its own brand. Allows targeting different segments. Higher marketing cost.
-
-**Positioning is not your tagline.** Positioning is a strategic choice that guides all marketing decisions.
-
-## Customer acquisition
-
-**Customer acquisition funnel:**
-Awareness → Interest → Consideration → Intent → Purchase → Loyalty → Advocacy
-
-**AIDA:** Attention → Interest → Desire → Action
-
-**Channels by funnel stage:**
-Top of funnel (awareness): Brand advertising, PR, content, social media, SEO (informational).
-Middle of funnel (consideration): Case studies, comparisons, reviews, email, retargeting.
-Bottom of funnel (decision): Demos, trials, sales, promos, SEO (transactional).
-
-**Marketing mix (4Ps):**
-Product: What are you selling?
-Price: At what price? What does it signal?
-Place: Where is it sold/distributed?
-Promotion: How is it communicated and sold?
-
-## Marketing measurement
-
-**Attribution:** Which touchpoints get credit for conversions?
-Last-click: 100% credit to final touchpoint. Misleads.
-First-click: 100% credit to first touchpoint. Misleads differently.
-Linear: Equal credit across all touchpoints.
-Data-driven: Machine learning allocates based on actual contribution.
-
-**Key metrics:**
-CAC = Total marketing + sales spend / New customers acquired
-LTV = Average revenue per customer × Gross margin × Average customer lifetime
-Marketing-originated revenue %, Marketing-influenced revenue %
-MQL → SQL → Opportunity → Closed-won conversion rates
-
-Sources: Kotler & Keller Marketing Management (principles), OpenStax Marketing Principles (CC-BY),
-HBR marketing strategy articles (free), Positioning book by Ries & Trout (principles)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-marketing-strategy
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Marketing strategy — market segmentation, targeting, positioning, go-to-market
+  planning, brand strategy, customer acquisition, and marketing measurement.
+  Activate for questions about marketing strategy, target market, positioning,
+  go-to-market, brand building, customer acquisition strategy, or any strategic
+  marketing question. Sources: Kotler marketing principles, HBR marketing,
+  OpenStax Marketing Principles (CC-BY).
+---
+
+# Marketing Strategy
+
+## STP framework (Segmentation, Targeting, Positioning)
+
+The foundation of all marketing strategy.
+
+### Segmentation — divide the market
+
+**Demographic:** Age, gender, income, education, family size.
+**Geographic:** Country, region, city, climate.
+**Psychographic:** Values, lifestyle, personality, interests.
+**Behavioral:** Usage rate, loyalty, purchase occasion, benefits sought, stage in buyer journey.
+
+The best segmentations combine multiple bases. A "high-income 35-50 year old professional who values efficiency and uses premium products" is more actionable than just "high income."
+
+### Targeting — choose your segments
+
+**Criteria for attractive segments:**
+Measurable: Can you quantify the size?
+Substantial: Large enough to be profitable?
+Accessible: Can you reach them with your marketing?
+Differentiable: Responds differently from other segments?
+Actionable: Can you design effective programs?
+
+**Targeting strategies:**
+Mass marketing (undifferentiated): One offering for all. Commodities. Declining.
+Differentiated: Different offerings for different segments. Most consumer brands.
+Concentrated (niche): One segment, deeply. Most effective for startups.
+Micro-marketing: Individual or local customization.
+
+### Positioning — own a distinct place in minds
+
+**Positioning statement format:**
+"For [target segment] who [need/want], [Brand] is the [category] that [differentiating benefit] because [reason to believe]."
+
+Example: "For ambitious young professionals who want to advance their careers, LinkedIn is the professional network that connects you with opportunities and relevant peers because it has 950M+ professionals and industry-leading hiring tools."
+
+**Perceptual map:** Plot competitors on two relevant axes. Find gaps. Own a defensible position.
+
+**Category entry points:** Which situations trigger category consideration? Be present at these moments.
+
+## Go-to-market (GTM) strategy
+
+**Sales-led:** Sales team drives acquisition. Works for complex, high-value B2B. High CAC, high LTV.
+**Marketing-led:** Content, paid ads, SEO, events drive inbound demand. B2B mid-market. Lower CAC.
+**Product-led (PLG):** Product is primary acquisition vehicle. Freemium, trials, virality. Lower CAC, faster scale. Best for self-serve products.
+**Partnership-led:** Channels, resellers, integrations drive acquisition. Leverage others' distribution.
+
+**GTM checklist:**
+
+- Who is the ideal customer profile (ICP)?
+- Where do they spend time / how do they buy?
+- What is the messaging that resonates?
+- What is the sales motion (inbound/outbound/PLG)?
+- What are the key metrics and targets?
+
+## Brand strategy
+
+**Brand equity components:**
+Awareness: Do they know you exist?
+Associations: What do they associate with you?
+Perceived quality: Do they believe you deliver quality?
+Loyalty: Do they choose you repeatedly?
+
+**Brand architecture:**
+Branded house (Apple): Master brand drives all sub-products. Strong when master brand is strong.
+House of brands (P&G): Each product has its own brand. Allows targeting different segments. Higher marketing cost.
+
+**Positioning is not your tagline.** Positioning is a strategic choice that guides all marketing decisions.
+
+## Customer acquisition
+
+**Customer acquisition funnel:**
+Awareness → Interest → Consideration → Intent → Purchase → Loyalty → Advocacy
+
+**AIDA:** Attention → Interest → Desire → Action
+
+**Channels by funnel stage:**
+Top of funnel (awareness): Brand advertising, PR, content, social media, SEO (informational).
+Middle of funnel (consideration): Case studies, comparisons, reviews, email, retargeting.
+Bottom of funnel (decision): Demos, trials, sales, promos, SEO (transactional).
+
+**Marketing mix (4Ps):**
+Product: What are you selling?
+Price: At what price? What does it signal?
+Place: Where is it sold/distributed?
+Promotion: How is it communicated and sold?
+
+## Marketing measurement
+
+**Attribution:** Which touchpoints get credit for conversions?
+Last-click: 100% credit to final touchpoint. Misleads.
+First-click: 100% credit to first touchpoint. Misleads differently.
+Linear: Equal credit across all touchpoints.
+Data-driven: Machine learning allocates based on actual contribution.
+
+**Key metrics:**
+CAC = Total marketing + sales spend / New customers acquired
+LTV = Average revenue per customer × Gross margin × Average customer lifetime
+Marketing-originated revenue %, Marketing-influenced revenue %
+MQL → SQL → Opportunity → Closed-won conversion rates
+
+Sources: Kotler & Keller Marketing Management (principles), OpenStax Marketing Principles (CC-BY),
+HBR marketing strategy articles (free), Positioning book by Ries & Trout (principles)

package/skills/business/biz-negotiation/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.