Stats
Actions
Tags
Help us improve
Share bugs, ideas, or general feedback.
Categorizes each venture in the portfolio as Explore (pre-PMF, experimental) or Exploit (PMF achieved, scaling) per Lean Enterprise cap. 2. Each category requires different structure, culture, metrics, and risk management. Use when the user asks "explore vs exploit", "PMF status", "which venture is experimental", "scaling mode", "/explore-exploit", or needs to clarify management approach per venture in a multi-venture portfolio.
npx claudepluginhub dojocodinglabs/venture-studio-toolkitHow this skill is triggered — by the user, by Claude, or both
Slash command
/venture-studio-toolkit:explore-exploitThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Clasifica cada venture del portafolio en **Explore mode** (pre-PMF, experimental) o
Creates p5.js generative art with seeded randomness, noise fields, and interactive parameter exploration. Use for algorithmic art, flow fields, or particle systems.
Share bugs, ideas, or general feedback.
Clasifica cada venture del portafolio en Explore mode (pre-PMF, experimental) o Exploit mode (PMF achieved, scaling). Basado en Lean Enterprise cap. 2, Table 2-1.
Las dos categorías requieren frameworks de management radicalmente distintos. Aplicar management de Exploit a una venture en Explore = matar la experimentación. Aplicar management de Explore a una venture en Exploit = perder eficiencia operativa.
Español. Términos Lean Enterprise en "español (English)" primera vez.
./portfolio/{studio-o-founder-name}/
└── explore-exploit-categorization.md
| Dimensión | Explore | Exploit |
|---|---|---|
| Strategy | Radical/disruptive innovation, new business model | Incremental innovation, optimize existing model |
| Structure | Small cross-functional multiskilled team | Multiple teams aligned via Principle of Mission |
| Culture | High tolerance for experimentation, risk, failure, learning focus | Incremental improvement, quality focus, customer satisfaction |
| Risk management | Biggest risk is failure to achieve product/market fit | Complex set of trade-offs specific to each product |
| Goals | Create new markets, discover opportunities | Maximize yield, outperform competitors |
| Progress metric | Achieving product/market fit | Outperforming forecasts, hitting targets |
Algunas ventures están en transición:
Budget: pequeño, tramos cortos (1-3 meses), re-evaluación frecuente.
Team: 1-5 personas, cross-functional, empowered a pivot.
Metrics:
Management style: loose, entrepreneurial. Avoid QBR-style reviews — they kill experimentation.
Decision gates: pivot / persevere / kill at each tranche.
Budget: larger, annual horizons (con milestones trimestrales).
Team: grows with roles (sales, marketing, CS, ops, engineering specialists).
Metrics:
Management style: structured. OKRs, QBRs, structured planning.
Decision gates: scale / optimize / defend per quarter.
Un studio o founder con múltiples ventures suele tener mix de ambos:
Error común: aplicar mismos KPIs / reporting cadence / management style a todas.
Solución: explicit categorization + different frameworks per category.
Basado en clasificación de three-horizons:
| Venture | Horizon | Explore/Exploit | Management approach |
|---|---|---|---|
| DojoOS Platform | H1 | Exploit | Structured OKRs, growth focus |
| Software Factory | H1 | Exploit | Client delivery ops, margin focus |
| Pathways | H2 | Hybrid (exploit leaning) | Content scaling, growth experiments |
| Agent Doji | H2 | Hybrid (explore leaning) | Integration experiments, PMF validation |
| Dojo Score | H2 | Exploit | Engagement metrics tracking |
| Hackathons | H2 | Exploit | Event ops, brand building |
| Launchpad | H3 | Explore | PMF discovery, user interviews |
| Forum | H3 | Explore | Community seeding, engagement validation |
| Marketplace | H3 | Explore | Curator bootstrapping, transaction validation |
| Dojo Projects | H3 | Explore | Market testing |
Insight: H1 ventures = Exploit mode clearly. H3 = Explore. H2 tiene mix — depende del aspecto específico (product mature vs. channel experimenting).
EE-1: "Listá las ventures del portafolio con datos relevantes:
Para cada venture, preguntar:
EE-2: "Para [venture], señales de Explore vs. Exploit:
Cantidad de ✓: 0-2 = Explore. 3 = Hybrid. 4-5 = Exploit."
EE-3: "Additional check — para [venture]:
Cross-check vs. categorización cuantitativa.
Para cada venture, documentar:
Generar ./portfolio/{name}/explore-exploit-categorization.md:
# Explore vs. Exploit — [Portfolio Name]
**Categorization date**: YYYY-MM-DD
## Ventures
| Venture | Category | MRR | Team size | Recent pivots | Management approach |
|---|---|---|---|---|---|
| [name] | 🧪 Explore / ⚙️ Exploit / 🔀 Hybrid | $X | N | Y | [current] |
| [...] | | | | | |
## Per-venture details
### [Venture 1]
**Category**: [Explore / Exploit / Hybrid]
**Rationale**:
- [Signal 1]
- [Signal 2]
**Current management approach**: [description]
**Recommended approach per category**:
- Budget: [tramos vs. annual]
- Metrics: [which set]
- Team structure: [cross-functional vs. specialized]
- Decision cadence: [pivot/persevere vs. scale/optimize]
**Gap vs. current**: [describe]
**Actions to close gap**:
1. [Action]
2. [Action]
### [Venture 2]
[...]
## Cross-portfolio observations
- Mix: X Explore, Y Exploit, Z Hybrid
- Red flags: [si aplicar management uniforme a todos]
- Opportunity: [si alguna Explore está lista para graduarse a Exploit o viceversa]
## Review cadence
Re-categorizar cada trimestre. Ventures pueden mover de Explore → Hybrid → Exploit con
el tiempo. Raro pero posible: Exploit → Explore (pivot mayor, market shift).
three-horizons — los horizontes informan la categorización: H1 = Exploit, H3 = Explore, H2 = híbridoinnovation-scorecard — scorecard se aplica diferente por categoría (metrics distintas)improvement-kata — más útil en Exploit (improving existing) que Explore (discovering)cost-of-delay-cd3 — aplicable en ambas pero con pesos distintos