@rubytech/create-maxy-code 0.1.276 → 0.1.278

package/payload/premium-plugins/management-consulting/PLUGIN.md

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+---
+name: management-consulting
+description: "Twenty-one MBB-style strategy skills for client engagements: diagnose the situation, map markets and competition, choose a strategic path, design the operating model, govern risk and value, and land the recommendation with executives. Each skill runs one high-value consulting task to an executive-ready standard."
+icon: 📊
+tools: []
+always: false
+metadata: {"platform":{"always":false,"embed":["admin"],"pluginKey":"management-consulting","optional":true,"recommended":true}}
+---
+
+# Management Consulting
+
+Twenty-one strategy skills modelled on MBB-style problem solving: structured before analytical, hypothesis-led before exhaustive, executive-ready before verbose. Together they cover a full engagement — diagnose, map, choose, execute, govern, communicate. Each skill is invoked on its own; there is no orchestration layer and no MCP server.
+
+The method is McKinsey-inspired in the public sense of the term — crisp framing, MECE logic, 80/20 focus, answer-first communication. It carries no affiliation with or endorsement by any firm.
+
+## Skills
+
+### 1. Diagnosis and framing — understand the real problem before choosing a move
+
+| Skill | Use it when |
+|-------|-------------|
+| `situation-assessment` | You need a defensible factual baseline for an operating business before choosing a direction |
+| `growth-barriers` | Growth has stalled and leadership is debating symptoms |
+| `assumption-audit` | A strategy rests on beliefs that have not been tested |
+
+### 2. Market and competitive intelligence — where value sits and how rivals behave
+
+| Skill | Use it when |
+|-------|-------------|
+| `market-mapping` | You need to size, segment, and find white space |
+| `competitive-intel` | You need to predict likely competitor moves |
+| `customer-segmentation` | You need sharper customer groups for strategy decisions |
+| `profit-pool-analysis` | Revenue size is misleading and you need to know where profit actually sits |
+
+### 3. Strategic choice and economics — options, trade-offs, and allocation
+
+| Skill | Use it when |
+|-------|-------------|
+| `strategic-options` | You need real alternatives before committing to a path |
+| `pricing-strategy` | Pricing power, discounting, or monetization is unclear |
+| `business-case-builder` | An enterprise initiative needs economics, sensitivities, and a decision threshold |
+| `portfolio-review` | You need to allocate resources across competing bets |
+
+### 4. Operating model and execution — turning strategy into work
+
+| Skill | Use it when |
+|-------|-------------|
+| `operating-model-design` | Strategy needs translation into capabilities, decision rights, and governance |
+| `initiative-prioritizer` | Too many initiatives compete for attention and you need a kill list |
+| `transformation-roadmap` | A strategy must become a sequenced delivery plan with owners |
+
+### 5. Risk, performance, and value governance — pressure-test and capture value
+
+| Skill | Use it when |
+|-------|-------------|
+| `war-gaming` | A strategy needs stress-testing against rivals, shocks, and execution failure |
+| `risk-and-mitigation` | Strategic risk needs owners, triggers, and contingencies |
+| `kpi-architect` | Metrics are noisy, lagging, or performative |
+| `value-realization` | Promised benefits must be tracked and owned after launch |
+
+### 6. Alignment and executive communication — make the work survive the meeting
+
+| Skill | Use it when |
+|-------|-------------|
+| `stakeholder-alignment` | A recommendation needs pre-wiring before the decision meeting |
+| `narrative-builder` | The story must land in the first sixty seconds |
+| `decision-memo` | An executive needs a clear written recommendation, not a deck |
+
+## When to Activate
+
+The user is doing client-engagement or in-house strategy work and wants to:
+
+- Diagnose where a business or function really stands before choosing a direction.
+- Size a market, read competitors, or find where profit concentrates.
+- Generate strategic options, price a product, or build the economics of a move.
+- Translate a chosen strategy into an operating model, a priority roadmap, or a delivery plan.
+- Stress-test a strategy, set up its risk register, design its KPI system, or govern its value capture.
+- Pre-wire stakeholders, sharpen the executive story, or write the decision memo.
+
+These skills serve consultants, operators, and strategy teams working on enterprises and client engagements. For solo founders validating a new idea or raising a seed round, the venture-studio bundle (`office-hours`, `zero-to-prototype`, `investor-data-room`) is the better fit.
+
+## Shared Principles
+
+- **Structure before analysis.** Frame the decision and build a MECE view before reaching for an answer.
+- **Hypothesis-led, evidence-aware.** Separate confirmed facts from interpretations and assumptions; say which is which.
+- **80/20 focus.** Surface the few facts, drivers, or moves that change the decision, not an exhaustive list.
+- **Answer-first communication.** Lead with the recommendation; support it in a pyramid; anticipate the hostile question.
+- **The template is the deliverable.** Each skill ships an output format — a memo, a register, a map. The format carries the value; fill it to the quality bar.
+
+## Tools Used
+
+No MCP server. The skills are prose workflows that operate through the platform's existing tools and the model's reasoning. They take an operator's facts and figures as input and never invent financial numbers.

package/payload/premium-plugins/management-consulting/skills/assumption-audit/SKILL.md

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+---
+name: assumption-audit
+description: Surfaces load-bearing assumptions behind an enterprise strategy, grades evidence strength, and turns weak beliefs into tests. Use for assumption audits, strategy pressure tests, investment cases, board prep, expansion or acquisition decisions, or "what has to be true?" questions. For a client engagement or established business, not a solo founder validating a new idea.
+---
+
+# Assumption Audit
+
+## When To Use
+
+Use this skill when a plan sounds plausible but rests on beliefs that have not been tested. It is especially useful before board reviews, major investments, launches, acquisitions, and expansion decisions.
+
+## McKinsey-Style Approach
+
+Find the beliefs that carry the weight of the strategy. Grade each belief by evidence strength, importance, and testability. Convert weak assumptions into specific validation work.
+
+## Workflow
+
+1. Identify the strategy, decision, or plan being audited.
+2. Extract explicit and implicit assumptions.
+3. Separate assumptions into market, customer, economic, operational, competitive, and organizational categories.
+4. Score each assumption by importance and evidence strength.
+5. Identify load-bearing assumptions.
+6. Convert weak load-bearing assumptions into tests.
+
+## Output Format
+
+```markdown
+# Assumption Audit
+
+## Strategy Being Tested
+[Brief description.]
+
+## Assumption Register
+| Assumption | Category | Importance | Evidence Strength | Risk |
+|---|---|---|---|---|
+
+## Load-Bearing Assumptions
+1. [Assumption and why it matters]
+2. [Assumption and why it matters]
+
+## Test Plan
+| Assumption | Test | Data Needed | Owner | Decision Trigger |
+|---|---|---|---|---|
+
+## Recommendation
+[Proceed, pause, test first, or redesign.]
+```
+
+## Quality Bar
+
+- Include implicit assumptions, not only stated ones.
+- Prioritize assumptions that could change the decision.
+- Avoid vague tests. Each test needs evidence, owner, and trigger.
+- Show what action follows if an assumption fails.

package/payload/premium-plugins/management-consulting/skills/business-case-builder/SKILL.md

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+---
+name: business-case-builder
+description: Builds evidence-backed business cases with economics, assumptions, sensitivities, risks, and decision logic. Use for enterprise investment cases, ROI, payback, NPV, board cases, initiative funding, or product bets — "does this business case work?". Builds the decision economics for an established organisation's initiative, not a startup's fundraise pack or business plan.
+---
+
+# Business Case Builder
+
+## When To Use
+
+Use this skill when a strategic choice needs quantified economics and a clear investment decision. It fits new products, market entry, transformation programs, pricing moves, M&A screening, and major initiatives.
+
+## McKinsey-Style Approach
+
+Build the case around decision logic, not spreadsheet detail. Make assumptions visible, size value and cost, test sensitivities, and state the decision threshold.
+
+## Workflow
+
+1. Define the decision and investment option.
+2. Identify value drivers, cost drivers, timing, and risks.
+3. Build base, downside, and upside cases.
+4. Surface load-bearing assumptions.
+5. Calculate relevant metrics such as ROI, payback, NPV, margin impact, or cash impact.
+6. Recommend proceed, test, redesign, or stop.
+
+## Output Format
+
+```markdown
+# Business Case
+
+## Decision
+[Decision and option under review.]
+
+## Economics Summary
+| Metric | Downside | Base | Upside |
+|---|---|---|---|
+
+## Value Drivers
+| Driver | Assumption | Evidence | Sensitivity |
+|---|---|---|---|
+
+## Cost and Investment
+[Major cost categories and timing.]
+
+## Risks
+[Key risks and mitigations.]
+
+## Recommendation
+[Decision and rationale.]
+```
+
+## Quality Bar
+
+- Show assumptions and confidence levels.
+- Include downside and sensitivity, not only base case.
+- Tie metrics to the actual decision.
+- Avoid false precision.

package/payload/premium-plugins/management-consulting/skills/competitive-intel/SKILL.md

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+---
+name: competitive-intel
+description: Models likely competitor moves from incentives, capabilities, constraints, and market position. Use for competitive intelligence, competitor response planning, rival strategy, market defense, strategic threats, or "what will competitors do next?" questions.
+---
+
+# Competitive Intel
+
+## When To Use
+
+Use this skill when the user needs to anticipate competitor action before making a move. It is useful for market entry, pricing changes, product launches, channel conflict, M&A threats, and share-defense planning.
+
+## McKinsey-Style Approach
+
+Do not stop at competitor facts. Infer competitor behavior from incentives, capabilities, constraints, and likely economics. Pre-commit responses before rivals move.
+
+## Workflow
+
+1. Define the strategic move or market question.
+2. Identify relevant competitors and substitutes.
+3. Map each competitor's goals, assets, constraints, and economics.
+4. Infer likely moves under base, aggressive, and defensive scenarios.
+5. Assess impact on the user's strategy.
+6. Recommend pre-emptive or reactive moves.
+
+## Output Format
+
+```markdown
+# Competitive Intel
+
+## Competitor Map
+| Competitor | Position | Incentives | Capabilities | Constraints |
+|---|---|---|---|---|
+
+## Likely Moves
+| Competitor | Most Likely Move | Trigger | Impact | Confidence |
+|---|---|---|---|---|
+
+## Response Plan
+| Scenario | Early Signal | Recommended Response |
+|---|---|---|
+
+## Strategic Implication
+[What this means for the user's decision.]
+```
+
+## Quality Bar
+
+- Explain why each competitor would act, not only what they may do.
+- Distinguish likely moves from high-impact tail risks.
+- Include early warning indicators.
+- Tie responses to the user's economics and capabilities.

package/payload/premium-plugins/management-consulting/skills/customer-segmentation/SKILL.md

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+---
+name: customer-segmentation
+description: Creates MECE customer segments based on needs, economics, behavior, and strategic value. Use for customer segmentation, ICP work, go-to-market focus, retention strategy, pricing segmentation, product strategy, or "which customers should we prioritize?" questions.
+---
+
+# Customer Segmentation
+
+## When To Use
+
+Use this skill when the user needs sharper customer groups for strategy decisions. It supports targeting, positioning, pricing, retention, product roadmap, account coverage, and investment allocation.
+
+## McKinsey-Style Approach
+
+Segment customers by decision-relevant differences. Avoid demographic labels unless they predict needs, economics, behavior, or strategic value.
+
+## Workflow
+
+1. Define the decision the segmentation must support.
+2. Ask for customer data, performance metrics, usage patterns, needs, and constraints.
+3. Identify segmentation dimensions.
+4. Build MECE segment options.
+5. Score segments by attractiveness and right to win.
+6. Recommend priority segments and implications.
+
+## Output Format
+
+```markdown
+# Customer Segmentation
+
+## Segmentation Objective
+[Decision the segmentation supports.]
+
+## Segment Definitions
+| Segment | Defining Traits | Needs | Economics | Behavior |
+|---|---|---|---|---|
+
+## Segment Prioritization
+| Segment | Size | Growth | Profitability | Fit | Priority |
+|---|---|---|---|---|---|
+
+## Strategic Implications
+[Targeting, offer, pricing, product, coverage, or retention implications.]
+```
+
+## Quality Bar
+
+- Segments must be MECE enough to guide decisions.
+- Segment definitions should be observable or testable.
+- Prioritize segments with criteria, not preference.
+- Explain what changes for each priority segment.

package/payload/premium-plugins/management-consulting/skills/decision-memo/SKILL.md

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+---
+name: decision-memo
+description: Produces concise executive decision memos with recommendation, context, options, evidence, risks, and next steps. Use for a decision memo, executive or board memo, strategy approval, or "write this for leadership" requests. A written recommendation for an organisation's decision-makers, not a founder's investor prospectus or term sheet.
+---
+
+# Decision Memo
+
+## When To Use
+
+Use this skill when the user needs a written recommendation that helps executives make a decision without a long deck.
+
+## McKinsey-Style Approach
+
+Write answer-first. Give the decision-maker the recommendation, why it is right, what alternatives were considered, what risks remain, and what decision is needed now.
+
+## What The Memo Must Establish
+
+A finished memo rests on a clear read of its audience, the decision in front of them, and the action required. It carries the recommendation and the strongest evidence for it, the options that were considered and why they lost, and the risks, mitigations, economics, and next steps that follow. The draft stays concise and survives a stress-test against the objections an executive will raise. The order in which you assemble these is yours to judge; what the memo must contain is not.
+
+## Output Format
+
+```markdown
+# Decision Memo
+
+## Recommendation
+[One paragraph.]
+
+## Decision Required
+[What the reader must approve or choose.]
+
+## Context
+[Why this decision matters now.]
+
+## Options Considered
+| Option | Upside | Trade-Off | Verdict |
+|---|---|---|---|
+
+## Evidence
+[Key evidence supporting the recommendation.]
+
+## Risks and Mitigations
+[Material risks and responses.]
+
+## Next Steps
+[Immediate actions after approval.]
+```
+
+## Quality Bar
+
+- Lead with the recommendation.
+- Keep the memo concise.
+- Include alternatives and why they lost.
+- End with a clear decision request.

package/payload/premium-plugins/management-consulting/skills/growth-barriers/SKILL.md

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+---
+name: growth-barriers
+description: Identifies the true constraint blocking growth and separates root causes from symptoms. Use for stalled growth, revenue plateau, funnel issues, retention problems, sales productivity, market expansion blockers, or "why are we not growing?" questions.
+---
+
+# Growth Barriers
+
+## When To Use
+
+Use this skill when growth is underperforming and leadership is debating symptoms. It helps identify the binding constraint across demand, conversion, retention, monetization, capacity, product, and execution.
+
+## McKinsey-Style Approach
+
+Build a growth driver tree, quantify where momentum breaks, and isolate the constraint that matters most. Treat growth as a system, not a list of initiatives.
+
+## Workflow
+
+1. Define the growth target, baseline, and gap.
+2. Build a driver tree for growth.
+3. Gather signals across acquisition, activation, conversion, retention, expansion, pricing, and capacity.
+4. Identify where the funnel or system breaks.
+5. Distinguish symptoms from root causes.
+6. Recommend the highest-leverage tests or actions.
+
+## Output Format
+
+```markdown
+# Growth Barrier Diagnosis
+
+## Growth Gap
+[Target, current trajectory, size of gap.]
+
+## Driver Tree
+[MECE breakdown of growth drivers.]
+
+## Barrier Assessment
+| Driver | Evidence | Impact | Confidence | Root Cause |
+|---|---|---|---|---|
+
+## Binding Constraint
+[The constraint most limiting growth.]
+
+## Recommended Actions
+1. [Action]
+2. [Action]
+3. [Action]
+```
+
+## Quality Bar
+
+- Start from the growth equation.
+- Identify one or two binding constraints, not a long issue list.
+- Use evidence to separate cause from symptom.
+- Link every action to the diagnosed constraint.

package/payload/premium-plugins/management-consulting/skills/initiative-prioritizer/SKILL.md

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+---
+name: initiative-prioritizer
+description: Prioritizes initiatives by impact, feasibility, strategic fit, dependencies, and resource constraints. Use for initiative prioritization, roadmap focus, kill list, transformation portfolio, annual planning, resource allocation, or "which projects matter most?" questions.
+---
+
+# Initiative Prioritizer
+
+## When To Use
+
+Use this skill when the user has too many initiatives and needs a focused roadmap. It is useful for annual planning, transformation programs, OKR planning, cost programs, and product or GTM roadmaps.
+
+## McKinsey-Style Approach
+
+Force trade-offs. Compare initiatives by value, feasibility, urgency, dependencies, and strategic fit. Produce both a priority list and a defensible kill list.
+
+## Workflow
+
+1. Clarify strategy, constraints, and decision criteria.
+2. Inventory initiatives.
+3. Score initiatives by impact, feasibility, urgency, and fit.
+4. Identify dependencies and sequencing.
+5. Select the vital few.
+6. Build the roadmap and kill list.
+
+## Output Format
+
+```markdown
+# Initiative Prioritization
+
+## Criteria
+[Decision criteria and weights if useful.]
+
+## Initiative Assessment
+| Initiative | Impact | Feasibility | Fit | Priority | Rationale |
+|---|---|---|---|---|---|
+
+## Priority Roadmap
+| Phase | Initiative | Owner | Milestone |
+|---|---|---|---|
+
+## Kill List
+| Initiative | Reason | Revisit Trigger |
+|---|---|---|
+```
+
+## Quality Bar
+
+- Do not make everything high priority.
+- Include a kill list with rationale.
+- Show dependencies and sequencing.
+- Tie prioritization to strategy and resource constraints.

package/payload/premium-plugins/management-consulting/skills/kpi-architect/SKILL.md

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+---
+name: kpi-architect
+description: Designs KPI systems with leading and lagging indicators tied to strategic decisions, ownership, and operating rhythms. Use for KPI design, metrics cleanup, performance management, dashboards, OKRs, vanity metrics, or "what should we measure?" questions.
+---
+
+# KPI Architect
+
+## When To Use
+
+Use this skill when metrics are noisy, backward-looking, disconnected from decisions, or too numerous. It fits strategy execution, transformation governance, product performance, growth management, and operating reviews.
+
+## McKinsey-Style Approach
+
+Start from the decisions leaders need to make. Build a small KPI system with outcome metrics, driver metrics, leading indicators, owners, thresholds, and review cadence.
+
+## Workflow
+
+1. Define the strategic objective and decisions.
+2. Identify the value driver tree.
+3. Separate outcome, driver, and activity metrics.
+4. Remove vanity metrics.
+5. Assign owners, thresholds, and review cadence.
+6. Design the KPI dashboard and governance rhythm.
+
+## Output Format
+
+```markdown
+# KPI Architecture
+
+## Strategic Objective
+[What the KPI system must manage.]
+
+## KPI System
+| KPI | Type | Decision It Supports | Owner | Threshold |
+|---|---|---|---|---|
+
+## Driver Tree
+[How KPIs connect to value creation.]
+
+## Metrics To Remove
+| Metric | Why Remove |
+|---|---|
+
+## Review Cadence
+[Meeting rhythm, escalation triggers, and owners.]
+```
+
+## Quality Bar
+
+- Include leading and lagging indicators.
+- Link each KPI to a decision.
+- Assign ownership and thresholds.
+- Keep the KPI set small enough to manage.

package/payload/premium-plugins/management-consulting/skills/market-mapping/SKILL.md

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+---
+name: market-mapping
+description: Sizes and segments markets using top-down and bottom-up logic, then identifies white space and where-to-play choices. Use for market mapping, TAM/SAM/SOM, market entry, segmentation, white space, category strategy, or opportunity sizing.
+---
+
+# Market Mapping
+
+## When To Use
+
+Use this skill when the user needs to understand a market's structure, size, segments, growth, economics, and white space. It fits market entry, expansion, category creation, and investment screening.
+
+## McKinsey-Style Approach
+
+Build the market map from multiple angles. Segment MECE, cross-check top-down and bottom-up sizing, then link the map to where-to-play choices.
+
+## Workflow
+
+1. Define the market boundary and decision question.
+2. Ask for geography, customer type, product scope, and time horizon.
+3. Build top-down sizing logic.
+4. Build bottom-up sizing logic.
+5. Segment the market by needs, economics, channels, behavior, or use case.
+6. Identify attractive spaces, contested spaces, and white space.
+7. Recommend where further analysis should focus.
+
+## Output Format
+
+```markdown
+# Market Map
+
+## Market Definition
+[Boundary, exclusions, geography, time horizon.]
+
+## Size Estimate
+| Method | Logic | Estimate | Confidence |
+|---|---|---|---|
+
+## Segment Map
+| Segment | Size | Growth | Profitability | Competition | Attractiveness |
+|---|---|---|---|---|---|
+
+## White Space
+[Where needs are unmet or competition is weak.]
+
+## Where-To-Play Options
+1. [Option]
+2. [Option]
+3. [Option]
+```
+
+## Quality Bar
+
+- Define the market before sizing it.
+- Use at least two sizing approaches when possible.
+- Make segments MECE and decision-relevant.
+- Separate market attractiveness from right to win.

package/payload/premium-plugins/management-consulting/skills/narrative-builder/SKILL.md

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+---
+name: narrative-builder
+description: Builds executive strategy narratives using Pyramid Principle, SCQA, answer-first communication, and hostile-question prep. Use for a board or leadership recommendation story, executive narrative, presentation structure, or "make this land" requests. Structures an internal strategy recommendation for executives, not an investor pitch deck or fundraise prospectus.
+---
+
+# Narrative Builder
+
+## When To Use
+
+Use this skill when the recommendation is mostly known but the story needs to land quickly with executives, boards, investors, or leadership teams.
+
+## McKinsey-Style Approach
+
+Lead with the answer, structure support in a pyramid, and anticipate the questions a skeptical executive will ask. Use SCQA when the audience needs context and urgency.
+
+## Workflow
+
+1. Clarify audience, decision, tone, and desired action.
+2. Extract the core recommendation and supporting logic.
+3. Choose the story pattern: pyramid, SCQA, options, transformation, or roadmap.
+4. Build a headline sequence.
+5. Prepare hostile questions and answers.
+6. Produce an executive-ready narrative outline.
+
+## Output Format
+
+```markdown
+# Executive Narrative
+
+## Audience and Decision
+[Who must decide and what they must do.]
+
+## Core Message
+[One sentence.]
+
+## Storyline
+| Page or Section | Headline | Purpose |
+|---|---|---|
+
+## Pyramid Logic
+[Recommendation, supporting arguments, evidence.]
+
+## Hostile Questions
+| Question | Answer |
+|---|---|
+```
+
+## Quality Bar
+
+- The first minute should reveal the recommendation.
+- Headlines should tell the story by themselves.
+- Include likely objections.
+- Remove setup language that does not help the decision.

package/payload/premium-plugins/management-consulting/skills/operating-model-design/SKILL.md

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+---
+name: operating-model-design
+description: Translates strategy into capabilities, roles, decision rights, governance, processes, and ways of working. Use for operating model design, org design, governance, capability model, decision rights, transformation design, or execution model questions.
+---
+
+# Operating Model Design
+
+## When To Use
+
+Use this skill when a strategy is clear but the organization needs to know how work should happen. It fits transformations, growth plays, new business units, functional redesigns, and scale-up challenges.
+
+## McKinsey-Style Approach
+
+Start with the strategy and required capabilities. Then design decision rights, roles, governance, processes, metrics, and enabling systems around those capabilities.
+
+## Workflow
+
+1. Define the strategy the operating model must support.
+2. Identify required capabilities.
+3. Diagnose current operating model gaps.
+4. Design target roles, decision rights, governance, processes, and metrics.
+5. Identify transition risks and capability build needs.
+6. Recommend implementation phases.
+
+## Output Format
+
+```markdown
+# Operating Model Design
+
+## Strategic Requirement
+[What the model must enable.]
+
+## Capability Model
+| Capability | Current State | Required State | Gap |
+|---|---|---|---|
+
+## Target Model
+| Element | Recommendation | Rationale |
+|---|---|---|
+
+## Decision Rights
+| Decision | Owner | Contributors | Governance |
+|---|---|---|---|
+
+## Transition Plan
+[Phases, risks, and first moves.]
+```
+
+## Quality Bar
+
+- Link every design choice to strategy.
+- Make decision rights explicit.
+- Include governance and metrics, not only org boxes.
+- Show transition risks and sequencing.