/**
* Get Framework Tool
*
* Retrieve detailed information about Christensen's frameworks.
* Useful for understanding the theory before applying it.
*/
import { z } from "zod";
import {
JTBD_DIAGNOSTIC_QUESTIONS,
JTBD_FOLLOWUP_QUESTIONS,
JTBD_VOICE_PHRASES,
MILKSHAKE_STORY,
DISRUPTION_DIAGNOSTIC_QUESTIONS,
SUSTAINING_SIGNALS,
LOW_END_DISRUPTION_SIGNALS,
NEW_MARKET_DISRUPTION_SIGNALS,
DISRUPTION_VOICE_PHRASES,
CPP_DIAGNOSTIC_QUESTIONS,
RESOURCE_QUESTIONS,
PROCESS_QUESTIONS,
PRIORITIES_QUESTIONS,
RESOURCE_DEPENDENCE_QUESTIONS,
CPP_VOICE_PHRASES,
RESOURCE_DEPENDENCE_VOICE_PHRASES,
} from "../frameworks/index.js";
// ============================================================
// Tool Schema
// ============================================================
export const getFrameworkSchema = z.object({
framework: z
.enum(["jtbd", "disruption", "cpp", "resource-dependence", "all"])
.describe("Which framework to retrieve information about"),
detail: z
.enum(["summary", "full", "questions-only"])
.optional()
.default("summary")
.describe("Level of detail to return"),
});
export type GetFrameworkInput = z.infer<typeof getFrameworkSchema>;
// ============================================================
// Framework Descriptions
// ============================================================
const FRAMEWORK_SUMMARIES = {
jtbd: `
# Jobs-to-Be-Done Framework
## Core Insight
People don't buy products - they hire them to do a job. The job (functional,
emotional, social) is the unit of analysis for innovation.
## Key Concepts
### The Job
The progress a person is trying to make in a particular circumstance.
**Three Dimensions**:
- **Functional**: What does the customer need to accomplish?
- **Emotional**: How do they want to feel?
- **Social**: How do they want to be perceived?
### Circumstance
The situation matters as much as the customer. The same person hires
different products in different circumstances.
### Competing with Nothing
Often the biggest competitor is non-consumption. Understanding why
people do nothing reveals opportunity.
## When to Use
- Understanding customer needs
- Identifying true competition
- Finding innovation opportunities
- Segmenting markets by job, not demographics
`,
disruption: `
# Disruption Theory
## Core Insight
Disruption occurs when simpler, cheaper products start at the bottom of
a market or create new markets, then improve until they displace incumbents.
## Key Concepts
### Sustaining Innovation
Improvements along dimensions that existing customers already value.
**Incumbents almost always win sustaining battles.**
### Low-End Disruption
Entrants target overlooked, low-profit segments with "good enough" products.
Incumbents are *relieved* to cede these segments.
### New-Market Disruption
Entrants create markets where none existed by enabling non-consumers.
Product seems like a "toy" to existing customers.
### Asymmetric Motivation
It's not that managers are stupid - they're rational. They pursue what
their resource providers reward. That's why disruption is hard to respond to.
## When to Use
- Assessing competitive threats
- Choosing market entry strategy
- Understanding why incumbents don't respond
- Predicting industry evolution
`,
cpp: `
# Capabilities-Processes-Priorities Framework
## Core Insight
What an organization CAN do is determined by three layers:
- Resources (what you have) - easiest to change
- Processes (how you work) - hard to change
- Priorities (what you want) - hardest to change
## Key Concepts
### Resources
What the company has: people, technology, cash, relationships, brand.
Most visible but also most easily acquired or lost.
### Processes
How the company does things: patterns of interaction and decision-making.
Enable efficiency but create rigidity. Take years to develop, can't be bought.
### Priorities (Values)
What the company wants: criteria for decision-making.
Shaped by business model. Determine what gets resources.
## The Key Insight
Many failures come from having resources but lacking appropriate
processes or priorities for new opportunities.
## When to Use
- Assessing organizational capability for new opportunities
- Understanding why "having the resources" isn't enough
- Identifying what would need to change (not just what to acquire)
`,
"resource-dependence": `
# Resource Dependence Theory
## Core Insight
Companies depend on customers and investors for resources. This dependence
shapes what opportunities they can pursue.
## The Tragedy
It's not that managers are stupid - they're rational. They pursue what
their resource providers reward. That's why disruption is so hard to
respond to - the rational thing is to ignore it.
## Key Dynamics
- Best customers want sustaining innovation
- Investors want growth in existing businesses
- Managers respond to resource providers
- Disruptive opportunities look unattractive
## How This Creates Blindspots
- Disruptive opportunities have lower margins
- New markets seem too small
- Existing customers explicitly don't want it
- The rational choice is to focus elsewhere
## When to Use
- Understanding why organizations resist change
- Predicting what opportunities will be ignored
- Designing strategies to navigate constraints
- Creating separate units with different resource providers
`,
};
// ============================================================
// Detailed Framework Information
// ============================================================
function getJTBDFull(): string {
return `
${FRAMEWORK_SUMMARIES.jtbd}
---
## Diagnostic Questions
${JTBD_DIAGNOSTIC_QUESTIONS.map((q) => `- **[${q.importance}]** ${q.question}`).join("\n")}
### Follow-up Questions by Dimension
**Functional**:
${JTBD_FOLLOWUP_QUESTIONS.functional.map((q) => `- ${q.question}`).join("\n")}
**Emotional**:
${JTBD_FOLLOWUP_QUESTIONS.emotional.map((q) => `- ${q.question}`).join("\n")}
**Social**:
${JTBD_FOLLOWUP_QUESTIONS.social.map((q) => `- ${q.question}`).join("\n")}
**Circumstance**:
${JTBD_FOLLOWUP_QUESTIONS.circumstance.map((q) => `- ${q.question}`).join("\n")}
---
## Canonical Example: The Milkshake Story
${MILKSHAKE_STORY.story}
**Key Lesson**: ${MILKSHAKE_STORY.lesson}
---
## Christensen's Voice on JTBD
${JTBD_VOICE_PHRASES.map((p) => `> "${p}"`).join("\n\n")}
`.trim();
}
function getDisruptionFull(): string {
return `
${FRAMEWORK_SUMMARIES.disruption}
---
## Classification Signals
### Sustaining Innovation Signals
${SUSTAINING_SIGNALS.map((s) => `- ${s}`).join("\n")}
### Low-End Disruption Signals
${LOW_END_DISRUPTION_SIGNALS.map((s) => `- ${s}`).join("\n")}
### New-Market Disruption Signals
${NEW_MARKET_DISRUPTION_SIGNALS.map((s) => `- ${s}`).join("\n")}
---
## Diagnostic Questions
${DISRUPTION_DIAGNOSTIC_QUESTIONS.map((q) => `- **[${q.importance}]** ${q.question}`).join("\n")}
---
## Christensen's Voice on Disruption
${DISRUPTION_VOICE_PHRASES.map((p) => `> "${p}"`).join("\n\n")}
`.trim();
}
function getCPPFull(): string {
return `
${FRAMEWORK_SUMMARIES.cpp}
---
## Diagnostic Questions
### Overall CPP Assessment
${CPP_DIAGNOSTIC_QUESTIONS.map((q) => `- **[${q.importance}]** ${q.question}`).join("\n")}
### Resource-Specific Questions
${RESOURCE_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
### Process-Specific Questions
${PROCESS_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
### Priorities-Specific Questions
${PRIORITIES_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
---
## Christensen's Voice on CPP
${CPP_VOICE_PHRASES.map((p) => `> "${p}"`).join("\n\n")}
`.trim();
}
function getResourceDependenceFull(): string {
return `
${FRAMEWORK_SUMMARIES["resource-dependence"]}
---
## Diagnostic Questions
${RESOURCE_DEPENDENCE_QUESTIONS.map((q) => `- **[${q.importance}]** ${q.question}`).join("\n")}
---
## Christensen's Voice on Resource Dependence
${RESOURCE_DEPENDENCE_VOICE_PHRASES.map((p) => `> "${p}"`).join("\n\n")}
`.trim();
}
function getQuestionsOnly(framework: string): string {
switch (framework) {
case "jtbd":
return `
# Jobs-to-Be-Done: Key Questions
${JTBD_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
`.trim();
case "disruption":
return `
# Disruption Theory: Key Questions
${DISRUPTION_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
`.trim();
case "cpp":
return `
# Capabilities-Processes-Priorities: Key Questions
${CPP_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
`.trim();
case "resource-dependence":
return `
# Resource Dependence: Key Questions
${RESOURCE_DEPENDENCE_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
`.trim();
default:
return "Unknown framework";
}
}
// ============================================================
// Tool Implementation
// ============================================================
/**
* Get framework information
*/
export async function getFramework(input: GetFrameworkInput): Promise<string> {
const validated = getFrameworkSchema.parse(input);
if (validated.framework === "all") {
if (validated.detail === "questions-only") {
return `
# All Christensen Frameworks: Key Questions
## Jobs-to-Be-Done
${JTBD_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
## Disruption Theory
${DISRUPTION_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
## Capabilities-Processes-Priorities
${CPP_DIAGNOSTIC_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
## Resource Dependence
${RESOURCE_DEPENDENCE_QUESTIONS.map((q) => `- ${q.question}`).join("\n")}
`.trim();
}
return `
${FRAMEWORK_SUMMARIES.jtbd}
---
${FRAMEWORK_SUMMARIES.disruption}
---
${FRAMEWORK_SUMMARIES.cpp}
---
${FRAMEWORK_SUMMARIES["resource-dependence"]}
`.trim();
}
if (validated.detail === "questions-only") {
return getQuestionsOnly(validated.framework);
}
if (validated.detail === "full") {
switch (validated.framework) {
case "jtbd":
return getJTBDFull();
case "disruption":
return getDisruptionFull();
case "cpp":
return getCPPFull();
case "resource-dependence":
return getResourceDependenceFull();
}
}
// Default: summary
return FRAMEWORK_SUMMARIES[validated.framework] ?? "Unknown framework";
}
/**
* Get the tool definition for MCP
*/
export function getFrameworkToolDefinition() {
return {
name: "get_framework",
description: `Get information about Christensen's strategic frameworks.
Available frameworks:
- jtbd: Jobs-to-Be-Done theory
- disruption: Disruption Theory
- cpp: Capabilities-Processes-Priorities
- resource-dependence: Resource Dependence Theory
- all: Overview of all frameworks
Detail levels:
- summary: Core concepts and when to use
- full: Complete framework with questions and examples
- questions-only: Just the diagnostic questions`,
inputSchema: {
type: "object" as const,
properties: {
framework: {
type: "string",
enum: ["jtbd", "disruption", "cpp", "resource-dependence", "all"],
description: "Which framework to retrieve",
},
detail: {
type: "string",
enum: ["summary", "full", "questions-only"],
description: "Level of detail (default: summary)",
},
},
required: ["framework"],
},
};
}
