Claude Skills by Pilot2Service

Tailor the commercialisation strategy and expectations by industry: life sciences, deep tech, software, societal/humanities-based innovations.

Establish who owns the IP arising from a research result and make a timely invention disclosure before public disclosure.

Assess whether a research result has real commercial potential before building a commercialisation strategy — distinguishing genuine market pull from technology push.

Choose the right commercialisation pathway for a research result: spin-out (equity-based), licensing (royalty-based), or hybrid.

Use the Technology Transfer Office (TTO) effectively and recognise when outside support is needed alongside it.

Structures a strategic question into an initial, provably-wrong hypothesis and a MECE issue tree, then prioritizes testing the branch most likely to kill the hypothesis first. Use when a strategic question needs a defensible, decision-ready point of view quickly, instead of either guessing an answer or trying to analyze everything before forming one.

Builds a 2x2 grid of internally consistent future scenarios from the two most critical uncertainties facing a strategy, then stress-tests the strategy against all four to surface no-regret moves and early-warning indicators. Use when a strategy needs to survive more than one plausible future, not just the one everyone is already assuming.

Anticipates the second- and third-order effects of a strategic decision or AI solution — how it changes customer behavior, the competitive landscape, and your own organization over time, beyond the direct first-order effect.

Frames a strategic intent as a single, contestable claim about the leadership position an organization wants to reach — deliberately ambitious relative to current resources — with a concrete win criterion and capability milestones. Use when a mission statement is too vague to rule anything out and a full plan would be premature.

Compares strategic options, including \"do nothing\", on a fixed set of dimensions (impact, effort, risk, reversibility, resource fit), scored independently per option and plotted on at least two views rather than collapsed into one number. Use when a decision needs a legible trade-off comparison instead of the most persuasively argued option winning by default.

Maps the full value-creating system around a focal activity using the Value Net (customers, suppliers, competitors, complementors) and the flows of money, product, information, and trust between them, to surface load-bearing dependencies. Use before designing a solution that implicitly assumes only \"the customer\" and \"us\" exist in the system.

TODO: a one-sentence description + when this is used.