code-ai-installer 3.0.0 → 4.0.0

package/domains/analytics/locales/en/.agents/skills/swot-analysis/SKILL.md

@@ -1,324 +1,324 @@
----
-name: swot-analysis
-description: Analysis of strengths, weaknesses, opportunities, and threats — with a cross-matrix and prioritization
----
-# SWOT Analysis — Analysis of Strengths, Weaknesses, Opportunities, and Threats
-
-## When to Use
-- When assessing the **strategic position** of a company, product, or project before making key decisions.
-- When preparing for **strategic planning** — as input data for strategy formation.
-- When you need to **systematically evaluate** internal capabilities and external conditions simultaneously.
-- When conducting a **competitive analysis** — comparing the SWOT of multiple players.
-
-## Input
-
-| Field | Required | Description |
-|------|:-----------:|----------|
-| Analysis Subject | ✅ | Company, product, project, or department |
-| Industry / Market | ✅ | Market and industry context |
-| Analysis Period | ⬚ | Planning horizon (default — 1-3 years) |
-| Competitors | ⬚ | List of main competitors for context |
-| Strategic Goals | ⬚ | Current goals and priorities of the organization |
-| Constraints | ⬚ | Budget, resources, regulatory framework |
-
-> If mandatory fields are not provided — **request them from the user** before starting the analysis. Do not guess.
-
-## Data Sources
-1. Internal reporting — finances, operational metrics, HR data.
-2. Market research — market share, brand awareness, NPS.
-3. Competitive analysis — benchmarks, public competitors' reports.
-4. Macro environment — industry reports, regulatory changes, tech trends.
-5. Stakeholder feedback — interviews, surveys, CRM data.
-
-> Every fact must state its source and date. Data older than 12 months must be marked ⚠️.
-
-### Relationship with Other Skills
-| Skill | What We Take | When to Call |
-|------|-----------|----------------|
-| `pest-analysis` | External factors → O/T: opportunities and threats from PESTEL (Steps 3-4) | If O/T are undefined — PESTEL provides a structured input |
-| `competitive-analysis` | S/W relative to competitors: shares, features, moats (Steps 1-2) | If there's no data on competitive advantages/weaknesses |
-| `porters-five-forces` | Threats (T) from the 5 forces: new entrants, substitutes, rivalry (Step 4) | If a structured evaluation of competitive threats is needed |
-| `ansoff-matrix` | SO strategies → growth strategies (Step 5) | After the cross-matrix — to detail SO initiatives |
-| `web-research` | Verification of external factors, industry data | If data is missing or outdated (>12 months) |
-| `blue-ocean-strategy` | WO strategies → creating new space | If weaknesses block competition in the current industry |
-
-## Protocol
-
-### Step 0 — Preparing Context
-1. Clarify the subject of analysis, boundaries, and horizon.
-2. Identify key stakeholders and their perspectives.
-3. Collect available data from sources.
-4. Document assumptions and limitations of the analysis.
-
-### Step 1 — Strengths (Internal)
-1. Audit internal resources: financial, human, technological, reputational.
-2. Evaluate unique competencies and competitive advantages.
-3. Check the sustainability of each strength (is it easy to copy?).
-4. For each — scoring and evidence base:
-
-   | # | Strength | Impact (1-5) | Sustainability (1-5) | Score | Evidence | Source |
-   |---|----------------|:-------------:|:-------------------:|:-----:|-----------------|----------|
-   | S1 | [Specific formulation] | X | X | XX | [Metric / fact] | [Source] |
-
-   `Score = Impact × Sustainability`. Top factors: Score >= 12.
-
-> **Formulation Rule:** Not "strong team," but "3 senior ML engineers with NLP experience >5 years, publications in EMNLP 2024-2025."
-
-### Step 2 — Weaknesses (Internal)
-1. Audit internal deficits: resources, processes, competencies, culture.
-2. Identify gaps relative to competitors and best practices.
-3. Evaluate criticality and urgency:
-
-   | # | Weakness | Criticality (1-5) | Urgency (1-5) | Score | Evidence | Source |
-   |---|---------------|:------------------:|:---------------:|:-----:|-----------------|----------|
-   | W1 | [Specific formulation] | X | X | XX | [Metric / gap] | [Source] |
-
-   `Score = Criticality × Urgency`. Top factors: Score >= 12.
-
-4. Identify causal links between weaknesses (does W1 cause W3?).
-
-### Step 3 — Opportunities (External)
-1. Scan the macro environment: market trends, tech, regulatory, demographic.
-2. If `$pest-analysis` exists — use opportunity factors (🟢) from it.
-3. Evaluate each opportunity:
-
-   | # | Opportunity | Potential (1-5) | Probability (1-5) | Window | Score | Source |
-   |---|-------------|:---------------:|:-----------------:|------|:-----:|----------|
-   | O1 | [Description] | X | X | [When it closes] | XX | [Source] |
-
-   `Score = Potential × Probability`. Top factors: Score >= 12.
-
-### Step 4 — Threats (External)
-1. Identify external risks: competition, regulations, macroeconomics, tech.
-2. If `$pest-analysis` lies — use risk factors (🔴) from it.
-3. If `$porters-five-forces` exists — use forces scoring >= 3.5.
-4. Evaluate each threat:
-
-   | # | Threat | Damage (1-5) | Probability (1-5) | Speed | Score | Source |
-   |---|--------|:-----------:|:-----------------:|----------|:-----:|----------|
-   | T1 | [Description] | X | X | Sudden / Gradual | XX | [Source] |
-
-   `Score = Damage × Probability`. Top factors: Score >= 12.
-
-### Step 5 — Cross-Impact Matrix
-For each quadrant — define specific strategic initiatives:
-
-1. **SO Strategies** (Strengths + Opportunities): How to use strengths to capture opportunities.
-2. **WO Strategies** (Weaknesses + Opportunities): How to overcome weaknesses through opportunities.
-3. **ST Strategies** (Strengths + Threats): How to use strengths to neutralize threats.
-4. **WT Strategies** (Weaknesses + Threats): How to minimize weaknesses and avoid threats.
-
-For each initiative:
-
-| # | Type | Factors | Initiative | Expected Effect |
-|---|:---:|---------|------------|------------------|
-| 1 | SO | S1 + O2 | [Specific action] | [Result: +$XM, +X% share] |
-
-> Minimum 2 initiatives per quadrant. Each must be a concrete action, not a generic phrase.
-
-### Step 6 — Initiative Prioritization
-Evaluate each initiative using a scoring model:
-
-| Criterion | Weight | Scale |
-|----------|:---:|:-----:|
-| Impact (effect on business) | 0.35 | 1-10 |
-| Feasibility (realizability) | 0.30 | 1-10 |
-| Urgency (time sensitivity) | 0.20 | 1-10 |
-| Risk (inverted risk of failure) | 0.15 | 1-10 |
-
-`Priority Score = Σ(weight × score)`
-
-Matrix Impact × Effort:
-
-| | Low Effort | High Effort |
-|--|:----------:|:-----------:|
-| **High Impact** | 🎯 Quick Wins (P1) | 💎 Strategic Bets (P2) |
-| **Low Impact** | 🔧 Fill-ins (P3) | ❌ Avoid |
-
-TOP-5 actions — specifying owners, deadlines, and KPIs.
-
-### Step 7 — Synthesis and Findings
-1. Formulate a strategic verdict: an overall appraisal of the position.
-2. Define Critical Success Factors (CSF).
-3. Log key risks and their mitigation plans.
-4. Prepare actionable recommendations within the designated horizon.
-5. Determine the review frequency (tied to the OKR cycle, typically 3-6 months).
-
-## Example — EdTech Corporate Training Platform, RU
-
-**Context:** B2B SaaS, corporate training platform. 50 clients, $2M ARR, RU market. Horizon: 1-3 years.
-
-### SWOT Matrix
-
-**Strengths:**
-
-| # | Factor | Impact | Sustain. | Score | Evidence |
-|---|--------|:-------:|:-------:|:-----:|----------------|
-| S1 | AI-personalized learning (unique in RU market) | 5 | 4 | **20** | Patent application, 3 ML engineers |
-| S2 | NPS 72 (vs industry average 45) | 4 | 3 | **12** | Survey Q1 2026, N=180 |
-| S3 | Time-to-deploy 3 days (vs competitors 2-4 weeks) | 4 | 4 | **16** | CRM: average of last 20 deployments |
-
-**Weaknesses:**
-
-| # | Factor | Critical. | Urgency | Score | Evidence |
-|---|--------|:--------:|:------:|:-----:|----------------|
-| W1 | No 1C integration (table stakes in RU market) | 5 | 5 | **25** | 30% of CRM rejections cite 1C |
-| W2 | Sales team 3 ppl (vs 15+ at Skillbox B2B) | 4 | 4 | **16** | Headcount report |
-| W3 | No mobile app | 3 | 3 | **9** | 15% of support requests |
-
-**Opportunities:**
-
-| # | Factor | Potential | Prob. | Score | Source |
-|---|--------|:---------:|:--------:|:-----:|----------|
-| O1 | Gov program "Kadry" — subsidies for corp. training | 5 | 4 | **20** | Ministry of Labor, Mar 2026 |
-| O2 | Talent shortage → increased budgets for upskilling (+28% YoY) | 5 | 5 | **25** | HH.ru Research, 2026 |
-| O3 | Exit of foreign LMS (SAP SuccessFactors, Cornerstone) | 4 | 4 | **16** | Kommersant, Feb 2026 |
-
-**Threats:**
-
-| # | Factor | Damage | Prob. | Score | Source |
-|---|--------|:-----:|:--------:|:-----:|----------|
-| T1 | Yandex Praktikum launches B2B direction | 5 | 4 | **20** | TechCrunch Russia, Jan 2026 |
-| T2 | 152-FZ on personal data — stricter storage | 4 | 5 | **20** | Consultant Plus, current ed. |
-| T3 | Inflation 8-10% — pressure on HR budgets | 3 | 5 | **15** | Central Bank RF, 2026-2027 est. |
-
-### Cross-Impact Matrix
-
-| # | Type | Factors | Initiative | Effect |
-|---|:---:|---------|------------|--------|
-| 1 | SO | S1 + O2 | AI module "ROI on training": prove to firms that upskilling pays off | +$1M ARR in 12 mos |
-| 2 | SO | S3 + O3 | Express migration from SAP: deploy in 3 days + data import | 30 new enterprise clients |
-| 3 | WO | W1 + O1 | 1C integration → access to gov subsidies (1C is mandatory for reports) | -30% rejections, +subsidies |
-| 4 | WO | W2 + O2 | Hire 5 sales + affiliate program (budgets are growing, need pipeline) | ×3 pipeline |
-| 5 | ST | S1 + T1 | Build AI into a strong moat: Yandex can't copy in 6 mos | Sustain differentiation |
-| 6 | ST | S2 + T3 | Use high NPS for a referral program (lower CAC during inflation) | CAC -20% |
-| 7 | WT | W1 + T2 | 1C integration + migration to RU servers = compliance bundle | Clear both blockers |
-
-### Prioritization
-
-| # | Initiative | Type | Impact | Feasib. | Urgency | Risk inv. | **Score** | Zone |
-|---|------------|:---:|:------:|:-------:|:-------:|:---------:|:---------:|:----:|
-| 7 | 1C + RU servers (compliance bundle) | WT | 9 | 7 | 10 | 6 | **8.3** | 🎯 P1 |
-| 3 | 1C → gov subsidies | WO | 8 | 7 | 8 | 7 | **7.7** | 🎯 P1 |
-| 2 | Express migration from SAP | SO | 9 | 8 | 7 | 6 | **7.8** | 🎯 P1 |
-| 5 | Empower AI moat | ST | 8 | 6 | 8 | 5 | **7.0** | 💎 P2 |
-| 4 | Hire 5 sales + partners | WO | 7 | 5 | 6 | 6 | **6.1** | 💎 P2 |
-
-### TOP-5 Actions
-
-1. **1C + RU servers** (Score 8.3) — CTO, Q2 2026. KPI: 0% compliance rejections.
-2. **Express migration from SAP** (Score 7.8) — Head of Sales, Q2-Q3 2026. KPI: 30 enterprise clients.
-3. **1C Integration → gov subsidies** (Score 7.7) — Product Lead, Q2 2026. KPI: -30% rejections.
-4. **AI-moat** (Score 7.0) — ML Team Lead, Q3-Q4 2026. KPI: 2 new AI features.
-5. **Sales expansion** (Score 6.1) — VP Sales, Q3 2026. KPI: pipeline ×3.
-
-## Validation (Quality Gate)
-
-- [ ] Each SWOT quadrant has at least 3 factors with numeric scoring
-- [ ] Scoring is verified: S (Impact × Sustainability), W (Criticality × Urgency), O (Potential × Probability), T (Damage × Probability)
-- [ ] Factors are backed by evidence (metrics, facts, sources)
-- [ ] Internal factors (S/W) strictly separated from external (O/T)
-- [ ] Cross-matrix contains at least 2 initiatives per quadrant (SO/WO/ST/WT)
-- [ ] Initiatives are concrete: action + expected effect (no generic phrases)
-- [ ] Prioritization uses the scoring model (Impact, Feasibility, Urgency, Risk)
-- [ ] TOP-5 actions specified with owner, deadline, and KPI
-- [ ] No duplicated factors between quadrants
-- [ ] Horizon is factored in, revision frequency established
-- [ ] Data sources cited; data older than 12 mos marked with ⚠️
-
-## Handoff
-The output of `$swot-analysis` serves as input for:
-- **Strategist / Mediator** — strategic position setting for strategy formulation.
-- **`ansoff-matrix`** — SO initiatives → growth strategies.
-- **`blue-ocean-strategy`** — WO initiatives → creating new market space.
-- **`competitive-analysis`** — S/W applied for competitive benchmarking.
-- **`pest-analysis`** — O/T input for deepened macro-analysis.
-
-Handoff format: SWOT matrix with scoring + cross-matrix + prioritized initiatives + TOP-5. On handoff, use `$handoff`.
-
-## Anti-patterns
-
-| Error | Why it's bad | How to do it right |
-|--------|-------------|---------------|
-| Overly broad formulations | "Strong team" lacks actionable insight | Be specific: "3 senior ML engineers with NLP exp > 5 yrs" |
-| Mixing internal and external | Blurs the analysis boundary | S/W — exclusively controllable; O/T — purely external |
-| SWOT without cross-matrix | A list without a strategy is useless | SO/WO/ST/WT mapped to specific initiatives (min 2 per quad) |
-| Missing prioritization | Everything is vital = nothing is vital | Scoring formula: Impact × Feasibility × Urgency × Risk |
-| Unsubstantiated factors | Analysis resting on "vibes" is subjective | Every factor must map to a metric or source |
-| One-off SWOT | Rapidly decays within 3-6 months | Tie to the OKR cycle, revisit every 3-6 months |
-| Factors without scoring | Can't objectively weigh S1 against S3 | Numeric scoring per quadrant (e.g. Impact × Sustainability) |
-| Initiatives without effect | "Improve sales" isn't actionable | Specific effect targeted: "+$1M ARR in 12 mos", "-30% rejections" |
-
-## Output Template
-
-```markdown
-## SWOT Analysis: [Analysis Subject]
-**Industry:** [Industry]  |  **Period:** [Horizon]  |  **Date:** [Date]
-**Next Revision:** [Next date]
-
-### SWOT Matrix
-
-#### Strengths (S) — Internal
-
-| # | Factor | Impact (1-5) | Sustainability (1-5) | Score | Evidence | Source |
-|---|--------|:-------------:|:-------------------:|:-----:|-----------------|----------|
-| S1 | [Formulation] | X | X | XX | [Metric/fact] | [Source] |
-
-#### Weaknesses (W) — Internal
-
-| # | Factor | Criticality (1-5) | Urgency (1-5) | Score | Evidence | Source |
-|---|--------|:------------------:|:---------------:|:-----:|-----------------|----------|
-| W1 | [Formulation] | X | X | XX | [Metric/gap] | [Source] |
-
-#### Opportunities (O) — External
-
-| # | Factor | Potential (1-5) | Probability (1-5) | Window | Score | Source |
-|---|--------|:---------------:|:-----------------:|------|:-----:|----------|
-| O1 | [Formulation] | X | X | [When] | XX | [Source] |
-
-#### Threats (T) — External
-
-| # | Factor | Damage (1-5) | Probability (1-5) | Speed | Score | Source |
-|---|--------|:-----------:|:-----------------:|----------|:-----:|----------|
-| T1 | [Formulation] | X | X | [Type] | XX | [Source] |
-
----
-
-### Strategy Cross-Matrix
-
-| # | Type | Factors | Initiative | Expected Effect |
-|---|:---:|---------|------------|------------------|
-| 1 | SO | S? + O? | [Action] | [Result] |
-| 2 | WO | W? + O? | [Action] | [Result] |
-| 3 | ST | S? + T? | [Action] | [Result] |
-| 4 | WT | W? + T? | [Action] | [Result] |
-
----
-
-### Initiative Prioritization
-
-| # | Initiative | Type | Impact (0.35) | Feasib. (0.30) | Urgency (0.20) | Risk inv. (0.15) | **Score** | Zone |
-|---|------------|:---:|:------------:|:--------------:|:--------------:|:----------------:|:---------:|:----:|
-| 1 | [Initiative] | SO | X | X | X | X | **X.X** | 🎯/💎/🔧 |
-
----
-
-### Strategic Verdict
-[1-2 paragraphs: overall appraisal of the position, CSF, key risks]
-
-### TOP-5 Actions
-
-| # | Action | Score | Owner | Deadline | KPI |
-|---|----------|:-----:|---------------|------|-----|
-| 1 | [Action] | X.X | [Who] | [When] | [Metric] |
-
----
-
-### Sources and Assumptions
-
-| # | Fact / Assumption | Source | Date | Reliability |
-|---|-------------------|----------|------|:-------------:|
-| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
-
-Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert estimate)
-```
+---
+name: swot-analysis
+description: Analysis of strengths, weaknesses, opportunities, and threats — with a cross-matrix and prioritization
+---
+# SWOT Analysis — Analysis of Strengths, Weaknesses, Opportunities, and Threats
+
+## When to Use
+- When assessing the **strategic position** of a company, product, or project before making key decisions.
+- When preparing for **strategic planning** — as input data for strategy formation.
+- When you need to **systematically evaluate** internal capabilities and external conditions simultaneously.
+- When conducting a **competitive analysis** — comparing the SWOT of multiple players.
+
+## Input
+
+| Field | Required | Description |
+|------|:-----------:|----------|
+| Analysis Subject | ✅ | Company, product, project, or department |
+| Industry / Market | ✅ | Market and industry context |
+| Analysis Period | ⬚ | Planning horizon (default — 1-3 years) |
+| Competitors | ⬚ | List of main competitors for context |
+| Strategic Goals | ⬚ | Current goals and priorities of the organization |
+| Constraints | ⬚ | Budget, resources, regulatory framework |
+
+> If mandatory fields are not provided — **request them from the user** before starting the analysis. Do not guess.
+
+## Data Sources
+1. Internal reporting — finances, operational metrics, HR data.
+2. Market research — market share, brand awareness, NPS.
+3. Competitive analysis — benchmarks, public competitors' reports.
+4. Macro environment — industry reports, regulatory changes, tech trends.
+5. Stakeholder feedback — interviews, surveys, CRM data.
+
+> Every fact must state its source and date. Data older than 12 months must be marked ⚠️.
+
+### Relationship with Other Skills
+| Skill | What We Take | When to Call |
+|------|-----------|----------------|
+| `pest-analysis` | External factors → O/T: opportunities and threats from PESTEL (Steps 3-4) | If O/T are undefined — PESTEL provides a structured input |
+| `competitive-analysis` | S/W relative to competitors: shares, features, moats (Steps 1-2) | If there's no data on competitive advantages/weaknesses |
+| `porters-five-forces` | Threats (T) from the 5 forces: new entrants, substitutes, rivalry (Step 4) | If a structured evaluation of competitive threats is needed |
+| `ansoff-matrix` | SO strategies → growth strategies (Step 5) | After the cross-matrix — to detail SO initiatives |
+| `web-research` | Verification of external factors, industry data | If data is missing or outdated (>12 months) |
+| `blue-ocean-strategy` | WO strategies → creating new space | If weaknesses block competition in the current industry |
+
+## Protocol
+
+### Step 0 — Preparing Context
+1. Clarify the subject of analysis, boundaries, and horizon.
+2. Identify key stakeholders and their perspectives.
+3. Collect available data from sources.
+4. Document assumptions and limitations of the analysis.
+
+### Step 1 — Strengths (Internal)
+1. Audit internal resources: financial, human, technological, reputational.
+2. Evaluate unique competencies and competitive advantages.
+3. Check the sustainability of each strength (is it easy to copy?).
+4. For each — scoring and evidence base:
+
+   | # | Strength | Impact (1-5) | Sustainability (1-5) | Score | Evidence | Source |
+   |---|----------------|:-------------:|:-------------------:|:-----:|-----------------|----------|
+   | S1 | [Specific formulation] | X | X | XX | [Metric / fact] | [Source] |
+
+   `Score = Impact × Sustainability`. Top factors: Score >= 12.
+
+> **Formulation Rule:** Not "strong team," but "3 senior ML engineers with NLP experience >5 years, publications in EMNLP 2024-2025."
+
+### Step 2 — Weaknesses (Internal)
+1. Audit internal deficits: resources, processes, competencies, culture.
+2. Identify gaps relative to competitors and best practices.
+3. Evaluate criticality and urgency:
+
+   | # | Weakness | Criticality (1-5) | Urgency (1-5) | Score | Evidence | Source |
+   |---|---------------|:------------------:|:---------------:|:-----:|-----------------|----------|
+   | W1 | [Specific formulation] | X | X | XX | [Metric / gap] | [Source] |
+
+   `Score = Criticality × Urgency`. Top factors: Score >= 12.
+
+4. Identify causal links between weaknesses (does W1 cause W3?).
+
+### Step 3 — Opportunities (External)
+1. Scan the macro environment: market trends, tech, regulatory, demographic.
+2. If `$pest-analysis` exists — use opportunity factors (🟢) from it.
+3. Evaluate each opportunity:
+
+   | # | Opportunity | Potential (1-5) | Probability (1-5) | Window | Score | Source |
+   |---|-------------|:---------------:|:-----------------:|------|:-----:|----------|
+   | O1 | [Description] | X | X | [When it closes] | XX | [Source] |
+
+   `Score = Potential × Probability`. Top factors: Score >= 12.
+
+### Step 4 — Threats (External)
+1. Identify external risks: competition, regulations, macroeconomics, tech.
+2. If `$pest-analysis` lies — use risk factors (🔴) from it.
+3. If `$porters-five-forces` exists — use forces scoring >= 3.5.
+4. Evaluate each threat:
+
+   | # | Threat | Damage (1-5) | Probability (1-5) | Speed | Score | Source |
+   |---|--------|:-----------:|:-----------------:|----------|:-----:|----------|
+   | T1 | [Description] | X | X | Sudden / Gradual | XX | [Source] |
+
+   `Score = Damage × Probability`. Top factors: Score >= 12.
+
+### Step 5 — Cross-Impact Matrix
+For each quadrant — define specific strategic initiatives:
+
+1. **SO Strategies** (Strengths + Opportunities): How to use strengths to capture opportunities.
+2. **WO Strategies** (Weaknesses + Opportunities): How to overcome weaknesses through opportunities.
+3. **ST Strategies** (Strengths + Threats): How to use strengths to neutralize threats.
+4. **WT Strategies** (Weaknesses + Threats): How to minimize weaknesses and avoid threats.
+
+For each initiative:
+
+| # | Type | Factors | Initiative | Expected Effect |
+|---|:---:|---------|------------|------------------|
+| 1 | SO | S1 + O2 | [Specific action] | [Result: +$XM, +X% share] |
+
+> Minimum 2 initiatives per quadrant. Each must be a concrete action, not a generic phrase.
+
+### Step 6 — Initiative Prioritization
+Evaluate each initiative using a scoring model:
+
+| Criterion | Weight | Scale |
+|----------|:---:|:-----:|
+| Impact (effect on business) | 0.35 | 1-10 |
+| Feasibility (realizability) | 0.30 | 1-10 |
+| Urgency (time sensitivity) | 0.20 | 1-10 |
+| Risk (inverted risk of failure) | 0.15 | 1-10 |
+
+`Priority Score = Σ(weight × score)`
+
+Matrix Impact × Effort:
+
+| | Low Effort | High Effort |
+|--|:----------:|:-----------:|
+| **High Impact** | 🎯 Quick Wins (P1) | 💎 Strategic Bets (P2) |
+| **Low Impact** | 🔧 Fill-ins (P3) | ❌ Avoid |
+
+TOP-5 actions — specifying owners, deadlines, and KPIs.
+
+### Step 7 — Synthesis and Findings
+1. Formulate a strategic verdict: an overall appraisal of the position.
+2. Define Critical Success Factors (CSF).
+3. Log key risks and their mitigation plans.
+4. Prepare actionable recommendations within the designated horizon.
+5. Determine the review frequency (tied to the OKR cycle, typically 3-6 months).
+
+## Example — EdTech Corporate Training Platform, RU
+
+**Context:** B2B SaaS, corporate training platform. 50 clients, $2M ARR, RU market. Horizon: 1-3 years.
+
+### SWOT Matrix
+
+**Strengths:**
+
+| # | Factor | Impact | Sustain. | Score | Evidence |
+|---|--------|:-------:|:-------:|:-----:|----------------|
+| S1 | AI-personalized learning (unique in RU market) | 5 | 4 | **20** | Patent application, 3 ML engineers |
+| S2 | NPS 72 (vs industry average 45) | 4 | 3 | **12** | Survey Q1 2026, N=180 |
+| S3 | Time-to-deploy 3 days (vs competitors 2-4 weeks) | 4 | 4 | **16** | CRM: average of last 20 deployments |
+
+**Weaknesses:**
+
+| # | Factor | Critical. | Urgency | Score | Evidence |
+|---|--------|:--------:|:------:|:-----:|----------------|
+| W1 | No 1C integration (table stakes in RU market) | 5 | 5 | **25** | 30% of CRM rejections cite 1C |
+| W2 | Sales team 3 ppl (vs 15+ at Skillbox B2B) | 4 | 4 | **16** | Headcount report |
+| W3 | No mobile app | 3 | 3 | **9** | 15% of support requests |
+
+**Opportunities:**
+
+| # | Factor | Potential | Prob. | Score | Source |
+|---|--------|:---------:|:--------:|:-----:|----------|
+| O1 | Gov program "Kadry" — subsidies for corp. training | 5 | 4 | **20** | Ministry of Labor, Mar 2026 |
+| O2 | Talent shortage → increased budgets for upskilling (+28% YoY) | 5 | 5 | **25** | HH.ru Research, 2026 |
+| O3 | Exit of foreign LMS (SAP SuccessFactors, Cornerstone) | 4 | 4 | **16** | Kommersant, Feb 2026 |
+
+**Threats:**
+
+| # | Factor | Damage | Prob. | Score | Source |
+|---|--------|:-----:|:--------:|:-----:|----------|
+| T1 | Yandex Praktikum launches B2B direction | 5 | 4 | **20** | TechCrunch Russia, Jan 2026 |
+| T2 | 152-FZ on personal data — stricter storage | 4 | 5 | **20** | Consultant Plus, current ed. |
+| T3 | Inflation 8-10% — pressure on HR budgets | 3 | 5 | **15** | Central Bank RF, 2026-2027 est. |
+
+### Cross-Impact Matrix
+
+| # | Type | Factors | Initiative | Effect |
+|---|:---:|---------|------------|--------|
+| 1 | SO | S1 + O2 | AI module "ROI on training": prove to firms that upskilling pays off | +$1M ARR in 12 mos |
+| 2 | SO | S3 + O3 | Express migration from SAP: deploy in 3 days + data import | 30 new enterprise clients |
+| 3 | WO | W1 + O1 | 1C integration → access to gov subsidies (1C is mandatory for reports) | -30% rejections, +subsidies |
+| 4 | WO | W2 + O2 | Hire 5 sales + affiliate program (budgets are growing, need pipeline) | ×3 pipeline |
+| 5 | ST | S1 + T1 | Build AI into a strong moat: Yandex can't copy in 6 mos | Sustain differentiation |
+| 6 | ST | S2 + T3 | Use high NPS for a referral program (lower CAC during inflation) | CAC -20% |
+| 7 | WT | W1 + T2 | 1C integration + migration to RU servers = compliance bundle | Clear both blockers |
+
+### Prioritization
+
+| # | Initiative | Type | Impact | Feasib. | Urgency | Risk inv. | **Score** | Zone |
+|---|------------|:---:|:------:|:-------:|:-------:|:---------:|:---------:|:----:|
+| 7 | 1C + RU servers (compliance bundle) | WT | 9 | 7 | 10 | 6 | **8.3** | 🎯 P1 |
+| 3 | 1C → gov subsidies | WO | 8 | 7 | 8 | 7 | **7.7** | 🎯 P1 |
+| 2 | Express migration from SAP | SO | 9 | 8 | 7 | 6 | **7.8** | 🎯 P1 |
+| 5 | Empower AI moat | ST | 8 | 6 | 8 | 5 | **7.0** | 💎 P2 |
+| 4 | Hire 5 sales + partners | WO | 7 | 5 | 6 | 6 | **6.1** | 💎 P2 |
+
+### TOP-5 Actions
+
+1. **1C + RU servers** (Score 8.3) — CTO, Q2 2026. KPI: 0% compliance rejections.
+2. **Express migration from SAP** (Score 7.8) — Head of Sales, Q2-Q3 2026. KPI: 30 enterprise clients.
+3. **1C Integration → gov subsidies** (Score 7.7) — Product Lead, Q2 2026. KPI: -30% rejections.
+4. **AI-moat** (Score 7.0) — ML Team Lead, Q3-Q4 2026. KPI: 2 new AI features.
+5. **Sales expansion** (Score 6.1) — VP Sales, Q3 2026. KPI: pipeline ×3.
+
+## Validation (Quality Gate)
+
+- [ ] Each SWOT quadrant has at least 3 factors with numeric scoring
+- [ ] Scoring is verified: S (Impact × Sustainability), W (Criticality × Urgency), O (Potential × Probability), T (Damage × Probability)
+- [ ] Factors are backed by evidence (metrics, facts, sources)
+- [ ] Internal factors (S/W) strictly separated from external (O/T)
+- [ ] Cross-matrix contains at least 2 initiatives per quadrant (SO/WO/ST/WT)
+- [ ] Initiatives are concrete: action + expected effect (no generic phrases)
+- [ ] Prioritization uses the scoring model (Impact, Feasibility, Urgency, Risk)
+- [ ] TOP-5 actions specified with owner, deadline, and KPI
+- [ ] No duplicated factors between quadrants
+- [ ] Horizon is factored in, revision frequency established
+- [ ] Data sources cited; data older than 12 mos marked with ⚠️
+
+## Handoff
+The output of `$swot-analysis` serves as input for:
+- **Strategist / Mediator** — strategic position setting for strategy formulation.
+- **`ansoff-matrix`** — SO initiatives → growth strategies.
+- **`blue-ocean-strategy`** — WO initiatives → creating new market space.
+- **`competitive-analysis`** — S/W applied for competitive benchmarking.
+- **`pest-analysis`** — O/T input for deepened macro-analysis.
+
+Handoff format: SWOT matrix with scoring + cross-matrix + prioritized initiatives + TOP-5. On handoff, use `$handoff`.
+
+## Anti-patterns
+
+| Error | Why it's bad | How to do it right |
+|--------|-------------|---------------|
+| Overly broad formulations | "Strong team" lacks actionable insight | Be specific: "3 senior ML engineers with NLP exp > 5 yrs" |
+| Mixing internal and external | Blurs the analysis boundary | S/W — exclusively controllable; O/T — purely external |
+| SWOT without cross-matrix | A list without a strategy is useless | SO/WO/ST/WT mapped to specific initiatives (min 2 per quad) |
+| Missing prioritization | Everything is vital = nothing is vital | Scoring formula: Impact × Feasibility × Urgency × Risk |
+| Unsubstantiated factors | Analysis resting on "vibes" is subjective | Every factor must map to a metric or source |
+| One-off SWOT | Rapidly decays within 3-6 months | Tie to the OKR cycle, revisit every 3-6 months |
+| Factors without scoring | Can't objectively weigh S1 against S3 | Numeric scoring per quadrant (e.g. Impact × Sustainability) |
+| Initiatives without effect | "Improve sales" isn't actionable | Specific effect targeted: "+$1M ARR in 12 mos", "-30% rejections" |
+
+## Output Template
+
+```markdown
+## SWOT Analysis: [Analysis Subject]
+**Industry:** [Industry]  |  **Period:** [Horizon]  |  **Date:** [Date]
+**Next Revision:** [Next date]
+
+### SWOT Matrix
+
+#### Strengths (S) — Internal
+
+| # | Factor | Impact (1-5) | Sustainability (1-5) | Score | Evidence | Source |
+|---|--------|:-------------:|:-------------------:|:-----:|-----------------|----------|
+| S1 | [Formulation] | X | X | XX | [Metric/fact] | [Source] |
+
+#### Weaknesses (W) — Internal
+
+| # | Factor | Criticality (1-5) | Urgency (1-5) | Score | Evidence | Source |
+|---|--------|:------------------:|:---------------:|:-----:|-----------------|----------|
+| W1 | [Formulation] | X | X | XX | [Metric/gap] | [Source] |
+
+#### Opportunities (O) — External
+
+| # | Factor | Potential (1-5) | Probability (1-5) | Window | Score | Source |
+|---|--------|:---------------:|:-----------------:|------|:-----:|----------|
+| O1 | [Formulation] | X | X | [When] | XX | [Source] |
+
+#### Threats (T) — External
+
+| # | Factor | Damage (1-5) | Probability (1-5) | Speed | Score | Source |
+|---|--------|:-----------:|:-----------------:|----------|:-----:|----------|
+| T1 | [Formulation] | X | X | [Type] | XX | [Source] |
+
+---
+
+### Strategy Cross-Matrix
+
+| # | Type | Factors | Initiative | Expected Effect |
+|---|:---:|---------|------------|------------------|
+| 1 | SO | S? + O? | [Action] | [Result] |
+| 2 | WO | W? + O? | [Action] | [Result] |
+| 3 | ST | S? + T? | [Action] | [Result] |
+| 4 | WT | W? + T? | [Action] | [Result] |
+
+---
+
+### Initiative Prioritization
+
+| # | Initiative | Type | Impact (0.35) | Feasib. (0.30) | Urgency (0.20) | Risk inv. (0.15) | **Score** | Zone |
+|---|------------|:---:|:------------:|:--------------:|:--------------:|:----------------:|:---------:|:----:|
+| 1 | [Initiative] | SO | X | X | X | X | **X.X** | 🎯/💎/🔧 |
+
+---
+
+### Strategic Verdict
+[1-2 paragraphs: overall appraisal of the position, CSF, key risks]
+
+### TOP-5 Actions
+
+| # | Action | Score | Owner | Deadline | KPI |
+|---|----------|:-----:|---------------|------|-----|
+| 1 | [Action] | X.X | [Who] | [When] | [Metric] |
+
+---
+
+### Sources and Assumptions
+
+| # | Fact / Assumption | Source | Date | Reliability |
+|---|-------------------|----------|------|:-------------:|
+| 1 | [Fact] | [Source] | [Date] | ✅ / ⚠️ / 🔮 |
+
+Legend: ✅ Verified (2+ sources) | ⚠️ Estimated (1 source) | 🔮 Assumed (expert estimate)
+```