Strategy

Official · updated Nov 4, 2026 · v1.0.2

Tests each resource and capability for Value, Rarity, Imitability, and Organization with evidence, gives each a competitive implication, and turns the verdicts into owned actions.

When to use it

• Before a strategy review, to see which strengths will last
• When the team claims an advantage nobody has tested
• When deciding which capability to invest in

What you give it

• The business and what it sells to whom
• A named competitor set
• Resources and capabilities with evidence
• Who owns and uses each resource

What you get

A VRIO table with V/R/I/O verdicts and evidence, an implication per row (disadvantage, parity, temporary, unused, or sustained advantage), and an action list with owners and dates.

Changelog

• v1.0.2 · Nov 4, 2026 · Example: the gaps list every [check: ...] the table raises, as step 9 asks: the integrations owner, the no-show test and the association seat join the list.
• v1.0.1 · Nov 4, 2026 · Example: support speed, whose value is unproven, is now Not rated [check: value] in the verdicts, the summary and the actions, as the skill's own rule says.
• v1.0.0 · Nov 4, 2026 · First release.

Sources

1. Barney (1991), Firm Resources and Sustained Competitive Advantage, Journal of Management 17(1) (2026-11-04)
2. Barney (1995), Looking Inside for Competitive Advantage, Academy of Management Executive 9(4) (2026-11-04)
3. Barney and Hesterly, Strategic Management and Competitive Advantage, 6th Global Edition - Pearson (2026-11-04)
4. 4.3 Resource-Based View - Strategic Management (Virginia Tech open textbook) (2026-11-04)
5. VRIO - Wikipedia (2026-11-04)
6. Empowerment Through Knowledge No. 14: VRIO Framework - Malta Business School (2026-11-04)

Related skills

• Durable advantage check Tests each claimed moat for a benefit and a barrier, sorts it into one of seven types of durable advantage, matches it to the company's stage, and says what to build now.
• SWOT and TOWS analysis Builds an evidence-backed SWOT, external factors first, then pairs the items into SO, WO, ST, and WT strategies and picks 3 to 5 with owners, first steps, and dates.
• Five forces industry analysis Runs Porter's five forces on a defined industry: rates each force with evidence, names the forces that set its profit level, and ends with where to compete and what to change.
• Value chain analysis Maps a business's primary and support activities with cost share, cost drivers, and value to buyers, checks how they fit the strategy, and picks the 2 to 3 changes that matter.
• Competitor battlecard Builds a one-page battlecard against one rival: when we win and lose, their strengths, landmine questions, what not to say, and an honest comparison.

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