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RESEARCH & PRACTICE / PEOPLE & AI
Think Tank resources for AI
Define the task, then select knowledge. These resources share the published text’s sources, versions and conditions.
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Combine for a task
Select resources through a problem pathway, check assumptions and retain their relationships.
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Where a Skill is available, review its inputs, steps, outputs and checks. Execution still depends on tools and actual permissions.
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Start with a task pack
Problem pathways connect published knowledge to preparation, outputs and review; associated Skills are shown where available.
Plan a business or enterprise
Connect direction, customer evidence, resources and near-term action.
Download task pack ↓Check a project’s key evidence
Trace conclusions through entities, assets, funding and rights.
Download task pack ↓Design collaboration and governance
Use a bounded business process to clarify contributions, rights, responsibilities and review.
Download task pack ↓Document a task for human–AI collaboration
Start with the required result, then connect tasks, roles, handover conditions and checks.
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Thinking7
Thinking · V1.0
After a Transaction, What Can the Enterprise Build On?
Distinguish the immediate results of a transaction from what the business can build over time. Use customer feedback, supplier coordination, and team experience to decide what to retain, who should maintain it, and whether it helps the next collaboration.
Thinking · V1.0
How Does Company Culture Enter Everyday Operating Choices?
Once a company has written down its culture, the next question is how that culture enters its operations.
Thinking · V1.0
Complexity, Simplicity, Ease, Diagram: A Method for Business Logic Design
Map a complex business problem in full, find its structure, test the logic, then draw it. “Mapping the complexity, simplifying the complexity, making it easy, and turning it into a diagram” describes this process.
Thinking · V0.1
From Verified Contributions to Fulfilled Rights: How Stakeholders Form Long-Term Capital Relationships
Use a quality inspection collaboration to trace the operating capabilities a business retains and the rights and responsibilities contributors carry into later periods. The article proposes questions that Company Zero can test in actual collaborations.
Thinking · V1.0
How Can Industry Operations and Capital Arrangements Support Each Other?
A business can face a familiar sequence as it grows: customers want the product, but delivery capacity falls behind; the team wants more capacity, but funding is not arranged; the money finally arrives, but the operating plan has changed.
Thinking · V1.0
Public relations: think through the people and the work
Understanding what matters to the other person helps us consider where we can work together. Looking separately at needs, pain points, reservations and benefits helps clarify what they want, what they need to act, and what is essential for the relationship to continue.
Thinking · V1.0
Everyone Helps Create Value. Who Should Decide Its Allocation?
Identify what is being distributed and the evidence for each contribution. Then separate who sets the rules, who decides individual cases, and who reviews them. A hypothetical case places participation, authority, and accountability in a traceable process.
Methods15
Methods · R1
Actions, Results, and Retained Learning: How a Task Can Build Organizational Capability
From fact-checking and recording experience to trials within a defined scope and everyday adoption, this article explains the evidence needed for governance arrangements, rules, and methods, and how to continue, revise, or discontinue current versions.
Methods · V1.0
Understanding a funding model: from rules to realized proceeds
Limits, returns, rewards and withdrawal rules describe how a funding model is arranged. Further questions remain: who receives the money, what assets are allocated, where value comes from, who takes the other side of trades, and whether proceeds are actually received. Two diagrams connect rule parameters with operations, responsibilities and the verifiable path to actual receipt.
Methods · R1
From Job Responsibility Analysis to Role Handbooks: Helping Contributors Understand Their Work
Start with the result a business needs, then turn responsibility analysis into role handbooks that clarify tasks, conditions, authority, deliverables and collaboration. A hypothetical requirements documentation role shows how a handbook is applied to a real task and improved through trials.
Methods · V1.0
How Can a Project Schedule Move Forward One Condition at a Time?
Connect target dates, prerequisites, delivery evidence, and review responsibilities. Distinguish three kinds of dates, map dependencies and parallel work, and handle blockers through evidence, approved changes, or pause decisions before moving forward.
Methods · V1.0
Before calculating allocations, define the calculation basis
Tie distribution percentages to the calculation base, budget source, and dates of occurrence, recognition, and payment. Use ordinary and exception cases so operations, finance, and developers can reconcile the same result.
Methods · V1.0
Enterprise Planning in Ten Steps: Connecting Direction, Resources and Execution
A practical update of an early ten-step planning framework, with customer evidence, cash-flow checks, agreed dependencies and rolling reviews. Two diagrams connect long-term direction to near-term work with owners, resources and acceptance criteria.
Methods · V0.1
Analyzing a Project through Resources, Assets, Capital, Funds, and the Two Cycles
Use an equipment inspection expansion to trace value, check three cash flows through the operating and capital cycles, review the proposal in four layers, and assign verification responsibilities across four ecosystems.
Methods · R1
How to Use Four-Way SOP: Connecting Business Results, Processes, People, and Daily Work
Start with one path to business results, then clarify processes, resources and partners, role responsibilities, and daily actions. A hypothetical brand design company shows how Four-Way SOP can help startups test revenue paths, find and develop people, and preserve working methods for collaboration between people and AI.
Methods · V1.0
After the meeting: turn agreement into an action sheet
At a meeting, everyone may agree on the direction and want the work to proceed.
Methods · V1.0
Four questions I check first when reviewing project materials
Project materials often arrive one piece at a time: an introduction, a few photos, then contracts, budgets, licences and different versions of a plan. Each tells us something, but their relationships may remain unclear.
Methods · 2024-11-14
A Method for Identifying and Designing Role Responsibilities
Work from company strategy and tactics through departmental and implementation plans to connect critical processes with roles, work activities, plans and performance assessment.
Methods · R1
Routine, Periodic, SOP-Triggered, and Received from Others: How Role Tasks Enter a Workflow
Four task attributes can overlap. Clarify why a task arises, when it should be handled, and how responsibility is accepted, then bring different entry points together into one task with a clear basis, owner, and delivery standard.
Methods · R1
We followed the SOP. Why aren’t we seeing business results?
Clarify customer and economic outcomes first. Then trace gaps along the actual business-outcome chain, distinguish business conditions from work mechanisms, and use evidence to choose the SOP improvements needed.
Methods · R1
From SOP to Skill: Where AI Can Help and How to Verify and Accept Its Outputs
Start with a specific piece of work, assess where AI is suitable, and agree on inputs, outputs, acceptance criteria, and human takeover. Integrate the Skill into business collaboration while keeping business judgment and responsibility clear.
Methods · V1.0
The Business Logic and Implementation of Stakeholder Value Co-creation and Sharing
How can contributions from consumers, employees, merchants, suppliers, and partners support lasting company value? This article connects genuine operations, contribution assessment, differentiated rights and benefits, governance, digital systems, and reinvestment into a practical framework for continuing cooperation.
Models14
Models · V1.0
Connecting Business Activity, Contribution Assessment and Incentive Settlement
When a piece of business is completed, someone may have brought in the customer, someone fulfilled the order and someone handled after-sales problems. The records should show what each person did. If the enterprise then plans an incentive, more questions follow: how is the work assessed, how is the amount calculated, who confirms it, where does the money come from, and was the correct payment actually made?
Models · V2.0
Connecting a Capital Model: From Three Pathways to a Complete Mechanism
Starting with the original map, six diagrams develop reinvestment, liquidity and exit, consumption and fulfillment, ledgers and budgets, and participant value. A final integrated map connects the entities, contracts, cash, rights and feedback.
Models · V1.0
How Should Contributions Be Assessed? Six Dimensions in One Framework
When people discuss contributions, they often bring different things to the table. One person talks about sales, another about time spent, another about responsibilities carried, and another about an opportunity that was difficult to secure.
Models · V2.0
Rebuilding Enterprise Operating Capability with AI
The V2.0 research summary connects stakeholder value, four SOP scales, role responsibilities, human–AI work and result evidence. Fourteen chapters and thirty diagrams explain how to test current results and capability for the next job.
Models · V1.1
Four-Ecology Governance Model: Contributions, Rights and Collaboration Loops
Start with resource, customer, operations and capital relationships. Explain what evidence supports a contribution, what conditions apply to entitlements, who can decide, and how operating feedback informs governance.
Models · R1
Four-Way SOP: Connecting Performance, Business Processes, Functional Tasks, and Actions
Start with customer outcomes and economic results, then connect the key business processes, closed-loop tasks, and specific actions that support them. Four-Way SOP provides a supporting structure that can be developed downward and checked upward. It helps people understand why a task is needed and helps an organization see what still needs to be verified after a process is complete.
Models · V1.0
A Shared Design Model for Processes, Workflows, and Role Documents
Agree on process purpose, deliverables, and handover before writing role descriptions, work manuals, and assessment rules. Six diagrams show how to use the same result requirements from execution to evaluation.
Models · R1
What needs to be handed over before a process can move to the next step?
Separate the previous process's deliverable, the acceptance decision, and the conditions for starting the next process. Explain how to handle handover problems and how a shared objective sets limits on what each stage can call complete.
Models · V1.0
Understanding a Project Through Four Chains: Entities, Assets, Funds and Rights
A project presentation can describe an ambitious industry, a platform, partners and a development path. Yet when the team tries to move forward, a few questions may still be unclear: who signs, who owns the assets, who receives the money, and who is responsible if something goes wrong?
Models · V2.0
Role Responsibilities, Processes, and Human–AI Collaboration
Use Four-Way SOP to connect what each role delivers to business results. Work back from the outcome, organize execution by people and AI, check acceptance and readiness separately, and test changes before adopting them.
Models · V1.0
The 7S Model: Seven Dimensions for Understanding Why a Business Struggles to Deliver
Examine Strategy, Structure, Systems, Style, Staff, Skills, and Shared Values to identify misalignment and turn evidence into testable judgments and coordinated actions.
Models · V1.0
Stakeholder Ecosystem Digital Governance: Four Ecosystems, Six Value Systems, and Four Levels of Competition
Consider resource collaboration, customer operations, organizational governance and capital arrangements together. Follow value creation, realization, distribution and reinvestment to understand how the parties can keep working together.
Models · V0.1
How Stakeholders Form Long-Term Capital Relationships
Start with a customer referral and follow five stages, from contribution and verification through rights and obligations, fulfillment, and renewal or exit. Decide when one-off compensation, ongoing revenue sharing, or governance participation fits.
Models · V1.0
From Strategy to Visual Design: How Do Six Layers Carry the Same Meaning?
Connect strategic intent, audience tasks, value proposition, content structure, visual rules and context of use. Two diagrams, a fictional example and a decision record show how to trace design choices and revise the relevant layer.
Playbooks5
Playbooks · V1.0
Connecting Annual Operations, Governance and Investor Communication
Put annual operations, recurring governance work, and event-triggered tasks on one calendar with disclosure boundaries, owners, and verifiable measures. A project delay illustrates how operating updates inform investor communication.
Playbooks · V1.0
Building a Business Content System That Can Stay Current
Manage the facts, evidence, and current versions behind websites, decks, and promotional materials. Organize content layers, shared assets, review, publication, and change notifications into a maintenance process that can start with a small scope.
Playbooks · R1
Start with One Performance Chain: A Practical Way to Reshape the Enterprise Ecosystem
Choose a real business chain connected to customer and economic results. Reconstruct how it works, locate the gaps, and organize the changes needed in ecosystem relationships, roles, SOPs and rules. A proposed WISER planning service illustrates the approach, with business results and the ability to continue the collaboration reviewed together.
Playbooks · V1.0
Building an Industry Digital Platform in Verifiable Stages
Define the first release around one verifiable business process, including its states, role permissions, and exception handling. Review four stages, assess system delivery and operating results separately, and use both to decide whether to expand.
Playbooks · V1.0
Start Small: A Pilot Plan for Stakeholder Collaboration
Start with one bounded business activity and agree on participants, responsibilities, decision authority, and how contributions will be recorded. A replenishment example shows how to review both business outcomes and the workload of collaboration before expanding, adjusting, or stopping.
Tools6
Tools · V0.1
Nine-Dimension Comparison Worksheet for Capital Pathways
Compare a loan, a new equity subscription, and a combination of new equity and an existing-share transfer. Record your assessment, its evidence, and open questions, and check who receives funds, what rights investors obtain, and where returns come from.
Tools · V1.0
Contribution records and review: evidence-based evaluation and objections
Record the event, evidence, assessment, and review separately. A fictional entry illustrates how participants can check a judgment about their own contribution, raise an objection, and trace where a revised record was used.
Tools · V0.1
Contribution and Rights Fulfillment Worksheet
Connect contribution review, agreed rights, and actual fulfillment. Use the same review date to check which conditions are met, which obligations are due, and how much the evidence supports as fulfilled.
Tools · V1.0
External content review: one current account of each fact
Link public claims to verifiable facts, their scope, and the current version. Use one review register to track references and approvals across languages and materials, and locate what needs updating when a fact changes.
Tools · V1.0
How to put funding sources and uses in one table
Use one table to distinguish budgets, indications of interest, commitments, and funds received, then connect intended uses to payments. Two reconciliations and a fictional example help identify available cash, projected gaps, and open questions.
Tools · V1.0
Project evidence ledger: trace every conclusion to its sources
Assign separate IDs to claims and records, and log what each record supports, its version, the review result, and the follow-up owner. Delivery and distribution examples show how to trace claims back to evidence and find affected statements when evidence changes.
Training6
Training · 2026.10
Blockchain, Assets and Governance: Six Modules in One Map
Explore six connected modules—principles and data, assets and markets, mining and protocols, applications and governance, products and use cases, and operations and disclosure—to understand how digital systems support asset records, stakeholder collaboration and verifiable governance.
Training · 3.1
Blockchain Project Operations Map: From the Big Picture to Practice
One complete map connects blockchain fundamentals, cryptocurrency, mining, blockchain platforms, applications and operational growth. Use the digital economy, top-level planning and token economy models to organize project elements into a coherent whole for discussion.
Training · V1.0
Explain a Business in One Sentence, One Paragraph and One Diagram
Choose an audience and explain one business through a positioning sentence, a short explanation, and a one-page relationship diagram. Ask someone new to restate it, then use their reading to check the value proposition and the diagram.
Training · V1.0
A Full-Cycle Learning Map for Listing and Capital Decisions
Start with business objectives and uses of funds to compare listing pathways and map dependencies. Bring ongoing operations, governance, disclosure, and investor communication into the same plan. Four exercises help turn the training framework into worksheets.
Training · V1.0
Whose Contribution Matters? A Multi-Role Assessment Workshop
Have participants in different roles assess the same work independently, then exchange perspectives and explain their reasoning. Use six dimensions to distinguish facts, evidence gaps, and disagreements about rules before reviewing the assessment.
Training · V1.0
Draw the Project: A Four-Chain Evidence Exercise
Use fictional evidence cards to map entities, assets, funds, and rights. Mark existing evidence and open questions in successive rounds, then compare judgments before and after new records arrive to practice turning gaps into concrete questions.