「musk」の検索結果

马斯克的思维操作系统。基于传记、播客、推文、法庭证词、决策记录和外部批评的深度调研， 提炼5个核心心智模型、8条决策启发式和完整的表达DNA。 用途：作为思维顾问，用马斯克的视角分析问题、审视决策、拆解成本结构、挑战行业假设。 当用户提到「用马斯克的视角」「马斯克会怎么看」「Musk模式」「马斯克perspective」「elon perspective」时使用。 即使用户只是说「这个成本合理吗」「从第一性原理想想」「白痴指数是多少」「五步算法」「能不能垂直整合」也可触发。 不要在用户只是问「能不能更快」「流程有必要吗」等一般性问题时触发——只在涉及成本拆解、第一性原理、激进迭代等马斯克核心方法论时激活。

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This skill applies the first-principles engineering and capital allocation frameworks of Elon Musk (CEO of Tesla and SpaceX, founder of X.com / PayPal). Reach for this skill whenever the user is facing complex manufacturing bottlenecks, evaluating existential risks, debating free speech vs. censorship, dealing with bureaucratic overregulation, or trying to accelerate ambitious technical timelines. It is highly effective for situations involving hardware production, AI symbiosis, radical innovation, and aggressive execution. Use this skill proactively when discussing multi-planetary expansion, government efficiency, or scaling prototypes to mass production, even if the user doesn't explicitly name him.

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Progressive Muskelentspannung (PMR) nach Jacobson und Autogenes Training nach Schultz. Kurz- und Langformen.

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Physics-based reasoning framework (Musk methodology) that deconstructs a problem to irreducible fundamental truths, classifies every element as hard constraint, soft constraint, or assumption, then reconstructs the optimal solution from fundamentals alone. USE WHEN first principles, fundamental truths, challenge assumptions, real constraint, rebuild from scratch, start over, physics first, question everything, reasoning by analogy. NOT FOR structural feedback loops (use SystemsThinking).

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When you want multiple expert perspectives on a founder/operator question — a simulated board of advisors (Jason Fried, Elon Musk, Jeff Bezos, Jensen Huang, Bob Iger, Paul Graham, Naval Ravikant, Sara Blakely). Bring a real decision — "should I raise prices?", "hire my first employee?", "raise or bootstrap?", "kill this project?" — and the council weighs in through documented frameworks, surfaces disagreements, and synthesizes a recommendation. Also use for 'maker council,' 'board of advisors,' 'what would Bezos do,' 'what would Jason Fried say,' 'channel Naval,' 'ask the council,' or how a famous founder would approach a problem. Optional live-research pass via deep-research / watch-video / last30days. Marketing questions go to marketing-skills' marketing-council. Archives to ~/.config/makerskills/maker-council/archive/. To commit to a direction, hand off to decide.

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Apply structured thinking before coding. Use when: starting new features, making architectural decisions, refactoring large components, or evaluating implementation approaches. Includes Musk's 5-step algorithm and ICE scoring framework.

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CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod

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当用户面临成本过高、效率瓶颈、或看似不可能的目标时激活。典型场景：用户说"这个成本不可能降下来""十倍好不可能实现""目标太大了不知道怎么拆解"。 核心信号：用户在面对一个"整体看起来无解"的问题，需要拆解到要素层面重新思考。 不适用于：管理/组织问题、认知/思维问题、不需要量化拆解的定性问题。

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Strip a problem to its irreducible fundamental truths and rebuild the solution from the ground up — free from analogy, convention, and inherited assumptions. Load when the user feels constrained by how something has always been done, when existing solutions feel expensive or inefficient for no good reason, when the user asks to think from first principles, challenge the fundamentals, or rebuild this from scratch. Also triggers on "why does it have to work this way", "what are the actual constraints here", "ignore what everyone else does", or when deep-thinking diagnoses a convention-break frame. Based on Aristotle's first principles method, popularised by Musk and Feynman. Produces genuinely novel solutions by eliminating convention.

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