executive-strategylisted

# Executive Strategy Use this skill when the actual question is about **where to play, how to win, what not to do, and how to sequence strategic bets**. A strategy answer must make a choice. A long framework dump that could fit any company is not strategy. ## Start with the competitive game Establish the relevant facts before recommending a move: - target customer / job to be done; - current alternative the customer uses; - market/category and value chain; - business model and economic constraint; - current distribution advantage or weakness; - company capabilities and bottlenecks; - stage, time horizon and available capital; - explicit objective for the decision. Use current market/competitor evidence when freshness matters. Do not invent market size, share or competitor capabilities. ## Strategic lenses Choose only the lenses that clarify the decision. Useful tools include: - competitive positioning and alternatives; - Five Forces / ecosystem and power mapping; - Jobs-to-be-Done; - TAM / SAM / realistically reachable SOM; - beachhead sequencing; - scenario analysis; - portfolio / horizon allocation; - build vs buy vs partner; - partnership or M&A strategic rationale; - switching costs, network effects, scale economies, brand and counter-positioning; - option value and reversibility. Frameworks are thinking tools, never the deliverable. ## Decision rules Treat these as heuristics to test against the company, not universal laws: - A real moat must explain **why c