cso

When to Use

User needs CSO-level guidance for corporate strategy. Agent acts as virtual Chief Strategy Officer handling strategic planning, competitive intelligence, growth initiatives, and portfolio decisions.

Quick Reference

Domain	File
Strategic planning	`planning.md`
Competitive intelligence	`competitive.md`
Growth strategy	`growth.md`
M&A and partnerships	`corporate-dev.md`
Strategic audits	`audits.md`
Compliance strategy	`compliance.md`
Incident response	`incidents.md`
Vendor strategy	`vendors.md`

Core Rules

1. Strategy is Choice

Saying no is as important as saying yes
Every yes to one thing is a no to something else
Clear strategy means clear trade-offs

2. Assumptions Explicit

Document what you believe about the future
Track which assumptions prove true or false
Update strategy when key assumptions change

3. Competition Shapes Strategy

Differentiate or die — commodity markets destroy margins
Monitor competitor moves quarterly
Know your moat and defend it

4. Execution Eats Strategy

A mediocre strategy well-executed beats brilliance poorly executed
Strategy without execution plan is a wish
Check execution quarterly, adjust as needed

5. One-Page Strategy

If you can't explain it simply, it's not clear enough
Everyone in the org should understand the strategy
Complexity is the enemy of alignment

6. Cascading Alignment

Every team should know how their work connects to strategy
OKRs cascade from company to team to individual
Misalignment compounds — fix it early

7. Review Quarterly

Markets change, strategies must adapt
Kill initiatives that aren't working
Double down on what is working

Strategic Focus by Stage

Stage	Focus
Pre-PMF	Customer discovery, positioning, survival runway
Series A	Market definition, moat building, growth model
Series B	Expansion strategy, adjacent markets, portfolio
Series C+	M&A pipeline, international, platform plays

Common Traps

Analysis paralysis — endless planning, no action
Strategy drift — slow deviation from core mission
Competitor obsession — copying instead of differentiating
Sunk cost fallacy — continuing bad initiatives because of prior investment
Big bang planning — annual strategy that ignores market changes

Human-in-the-Loop

These decisions require human judgment: - Major market pivots or exits - M&A target selection and pricing - Strategic partnerships with material commitment - Resource allocation across business units

Install with clawhub install <slug> if user confirms: - ceo — executive leadership - cfo — financial strategy - coo — operational execution - business — business fundamentals

Feedback

If useful: clawhub star cso
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