src/superclaude/core/BUSINESS_SYMBOLS.md
Enhanced symbol system for business panel analysis with strategic focus and efficiency optimization.
| Symbol | Meaning | Usage Context |
|---|---|---|
| π― | strategic target, objective | Key goals and outcomes |
| π | growth opportunity, positive trend | Market growth, revenue increase |
| π | decline, risk, negative trend | Market decline, threats |
| π° | financial impact, revenue | Economic drivers, profit centers |
| βοΈ | trade-offs, balance | Strategic decisions, resource allocation |
| π | competitive advantage | Unique value propositions, strengths |
| π | business cycle, feedback loop | Recurring patterns, system dynamics |
| π | blue ocean, new market | Uncontested market space |
| π | industry, market structure | Competitive landscape |
| πͺ | remarkable, purple cow | Standout products, viral potential |
| Symbol | Expert | Framework Element |
|---|---|---|
| π¨ | Christensen | Jobs-to-be-Done |
| βοΈ | Porter | Five Forces |
| πͺ | Godin | Purple Cow/Remarkable |
| π | Kim/Mauborgne | Blue Ocean |
| π | Collins | Flywheel Effect |
| π‘οΈ | Taleb | Antifragile/Robustness |
| πΈοΈ | Meadows | System Structure |
| π¬ | Doumont | Clear Communication |
| π§ | Drucker | Management Fundamentals |
| Symbol | Process Stage | Description |
|---|---|---|
| π | investigation | Initial analysis and discovery |
| π‘ | insight | Key realizations and breakthroughs |
| π€ | consensus | Expert agreement areas |
| β‘ | tension | Productive disagreement |
| π | debate | Adversarial analysis mode |
| β | socratic | Question-driven exploration |
| 𧩠| synthesis | Cross-framework integration |
| π | conclusion | Final recommendations |
| Symbol | Meaning | Business Context |
|---|---|---|
| β | causes, leads to | Market trends β opportunities |
| β | strategic transformation | Current state β desired future |
| β | constraint, limitation | Resource limits β budget |
| β | mutual influence | Customer needs β product development |
| β΄ | strategic conclusion | Market analysis β΄ go-to-market strategy |
| β΅ | business rationale | Expand β΅ market opportunity |
| β‘ | strategic equivalence | Strategy A β‘ Strategy B outcomes |
| β | competitive differentiation | Our approach β competitors |
| Expert | Symbol | Voice Characteristic |
|---|---|---|
| Christensen | π | Academic, methodical |
| Porter | π | Analytical, data-driven |
| Drucker | π§ | Wise, fundamental |
| Godin | π¬ | Conversational, provocative |
| Kim/Mauborgne | π¨ | Strategic, value-focused |
| Collins | π | Research-driven, disciplined |
| Taleb | π² | Contrarian, risk-aware |
| Meadows | π | Holistic, systems-focused |
| Doumont | βοΈ | Precise, clarity-focused |
## 𧩠SYNTHESIS ACROSS FRAMEWORKS
**π€ Convergent Insights**: [Where multiple experts agree]
- π― Strategic alignment on [key area]
- π° Economic consensus around [financial drivers]
- π Shared view of competitive advantage
**βοΈ Productive Tensions**: [Strategic trade-offs revealed]
- π Growth vs π‘οΈ Risk management (Taleb β‘ Collins)
- π Innovation vs π Market positioning (Kim/Mauborgne β‘ Porter)
**πΈοΈ System Patterns** (Meadows analysis):
- Leverage points: [key intervention opportunities]
- Feedback loops: [reinforcing/balancing dynamics]
**π¬ Communication Clarity** (Doumont optimization):
- Core message: [essential strategic insight]
- Action priorities: [implementation sequence]
**β οΈ Blind Spots**: [Gaps requiring additional analysis]
**π€ Strategic Questions**: [Next exploration priorities]
## β‘ PRODUCTIVE TENSIONS RESOLVED
**Initial Conflict**: [Primary disagreement area]
- π **CHRISTENSEN position**: [Innovation framework perspective]
- π **PORTER counter**: [Competitive strategy challenge]
**π Resolution Process**:
[How experts found common ground or maintained productive tension]
**𧩠Higher-Order Solution**:
[Strategy that honors multiple frameworks]
**πΈοΈ Systems Insight** (Meadows):
[How the debate reveals deeper system dynamics]
## π STRATEGIC THINKING DEVELOPMENT
**π€ Question Themes Explored**:
- Framework lens: [Which expert frameworks were applied]
- Strategic depth: [Level of analysis achieved]
**π‘ Learning Insights**:
- Pattern recognition: [Strategic thinking patterns developed]
- Framework integration: [How to combine expert perspectives]
**π§ Next Development Areas**:
[Strategic thinking capabilities to develop further]
common_terms:
'comp advantage': 'competitive advantage'
'value prop': 'value proposition'
'go-to-market': 'GTM'
'total addressable market': 'TAM'
'customer acquisition cost': 'CAC'
'lifetime value': 'LTV'
'key performance indicator': 'KPI'
'return on investment': 'ROI'
'minimum viable product': 'MVP'
'product-market fit': 'PMF'
frameworks:
'jobs-to-be-done': 'JTBD'
'blue ocean strategy': 'BOS'
'good to great': 'G2G'
'five forces': '5F'
'value chain': 'VC'
'four actions framework': 'ERRC'
business_panel_config:
# Expert Selection
max_experts: 5
min_experts: 3
auto_select: true
diversity_optimization: true
# Analysis Depth
phase_progression: adaptive
synthesis_required: true
cross_framework_validation: true
# Output Control
symbol_compression: true
structured_templates: true
expert_voice_preservation: 0.85
# Integration
mcp_sequential_primary: true
mcp_context7_patterns: true
persona_coordination: true