Apply the Dynamic Capabilities framework (Teece et al., 1997) — sensing, seizing, and transforming — to analyze how firms adapt, integrate, and reconfigure competences in rapidly changing environments.
SkillScore48Maintained
Automatic
◆Product Management pack
Last verified 8/28/2026
What it changes
Passed 12 of 25 test cases with the skill, and 3 of 25 without it.
Without skill12%
With skill48%
Checks it passed that the model alone missed
Audience data analytics and AI trend scanning are assigned to the Sensing cluster.
Asset re-allocation and biotech venture acquisitions are categorized under Seizing.
Broadcast programming schedule management is labeled as an Ordinary capability type.
and 18 more in the full report
9 fixed3 passed either way13 still failing0 broke
Pass-rate lift
+36 pp
Tokens
-17%
Agent turns
0%
Response time
-33%
Model gemini-3.6-flashMeasured 8/28/2026v112 of 25 cases passed with skill
Tokens, turns and time describe resource use, not a dollar price.
See it in action
One of 9 test cases the skill fixed. Same model, same prompt, with and without the skill.
1 of 9
Prompt
Our legacy automotive company is struggling to transition toward electric and autonomous vehicles. Please run a strategic renewal evaluation on our firm's adaptability. I need the response formatted with an overview of our market's turbulence and key disruption drivers, followed by a markdown table auditing our routine operational abilities versus higher-level adaptive capabilities (including their functional cluster and a 1 to 5 strength rating). After the audit table, include a gap analysis detailing where our adaptation breaks down, and conclude with targeted strategic recommendations for each core capability area.
What was checked, without and with the skill
Checked
Without skill
With skill
The response explicitly states the rate of change using one of the four categories: low, moderate, high, or hyper-competitive.
Missed
Passed
The capability audit table distinguishes ordinary operational capabilities from higher-order dynamic capabilities.
Passed
Passed
Recommendations are organized by the three core capability clusters rather than functional departments.
Missed
Passed
case-01 · gemini-3.6-flash · 8/28/2026 · answers are capped and redacted
What's inside
The instructions your model reads when the skill loads.
SKILL.md92 linessingle file
Dynamic Capabilities
Overview
Dynamic capabilities are the firm's capacity to purposefully create, extend, or modify its resource base (Teece et al., 1997; Helfat et al., 2007). They explain HOW firms achieve and sustain competitive advantage in environments of rapid change — where RBV's static view is insufficient.
When to Use
Analyzing firm adaptation in fast-changing industries
Distinguishing routine operations from strategic renewal
Assumptions
IRON LAW: Dynamic capabilities ≠ operational capabilities.
Operational capabilities enable current operations (doing things right).
Dynamic capabilities change the operational capability set (doing the right things).
Conflating them invalidates the analysis.
Apply the Resource-Based View (Barney, 1991) and VRIO framework to evaluate whether a firm's resources and capabilities confer sustained competitive advantage. Use this skill when the user needs to assess internal resources for strategic value, determine if a competitive edge is sustainable, audit resource portfolios for VRIO criteria, or when they ask 'what makes our advantage sustainable', 'which resources matter most', or 'can competitors replicate this'.