Alibaba P8 CEO Thinking Analysis Framework
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About this skill
Problem it addresses
When product, org, or strategy questions are framed as “should we build this feature?” or “where should resources go?”, teams often lack a shared lens. Scope drifts, causation stays at the symptom level, and plans can be dragged by local metrics. charge-thinking turns this into an executable CEO-level analysis: define boundaries, inspect system structure, evidence limits, end-state assumptions, and probability paths.
How it works
The skill requires loading plan-ceo-review first, then runs a seven-layer pass:
- Scope selection: SCOPE EXPANSION, HOLD SCOPE, or SCOPE REDUCTION
- System structure: core, auxiliary, and inert variables; causal chains, reinforcing loops, balancing loops, lag effects
- Reasoning correction: Golden Circle, evidence rules, induction, deduction
- End-state projection: supply, demand, transaction models
- Probability and leverage: repeated high-probability actions, global optimality, leverage levels
- CEO review: whether the problem is worth solving
Scope and caveats
It fits product strategy, business analysis, organizational decisions, and complex proposal review. It is not a substitute for legal, financial, or compliance judgment. Output quality depends on inputs: real constraints, competitive data, and capability gaps. Without plan-ceo-review, the CEO-review step is missing.
Use Cases
- Product leads reviewing a new feature proposal to decide if the problem is worth solving using scope mode and CEO review.
- Teams debating feature boundaries by splitting requirements into core, auxiliary, and inert variables, then checking lag effects.
- Writing a business plan by projecting a 5-10 year end state across supply, demand, and transaction models.
- Reviewing proposals by using evidence rules to separate examples, inference, and assumed norms, then fixing causal claims.
Best For
- Product leads who need to judge whether a new feature proposal deserves launch.
- Growth strategists who need to break complex operations into variables, loops, and feedback paths.
- Business owners who need to project annual strategy and find capability gaps.
- Team leads who need a shared standard for reviewing strategy proposals.
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