From grimoire
Identifies and attacks the underlying resource, relationship, or capability that fuels a competitor's strength, rather than competing against products or market position directly.
How this skill is triggered — by the user, by Claude, or both
Slash command
/grimoire:apply-source-disruptionThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Identify the specific resource, relationship, or capability that fuels the opponent's competitive strength, and attack that source directly — rather than competing against their products, prices, or market position.
Identify the specific resource, relationship, or capability that fuels the opponent's competitive strength, and attack that source directly — rather than competing against their products, prices, or market position.
Origin: Stratagem #19 of the Thirty-Six Stratagems: "Remove the firewood from under the pot" (釜底抽薪). The image is precise: you cannot quickly cool a boiling pot by blowing on it from above — but you can extinguish the fire beneath it. In military strategy: do not fight the army head-on; cut off their supply lines, food, and reinforcements. The army's strength depends on its supply — attack the supply, and the strength collapses without a direct fight.
Adopted by: Source disruption is the mechanism behind the most decisive competitive moves in modern business. Intel's relationship with PC OEMs was Microsoft's firewood — Gates secured OEM licensing before the hardware market was commoditised, cutting off competitors' access to the distribution source. Google's control of mobile search defaults was Apple's and Samsung's firewood for advertising revenue — Google paid billions annually to maintain that position because losing it would have disrupted the source of Google's competitive strength. Amazon's exclusive supplier agreements with early Kindle content publishers disrupted the source of Barnes & Noble's e-book advantage. Porter's value chain analysis identifies "linkages" that sustain competitive advantage — source disruption attacks the most critical linkage.
Impact: Competing against a competitor's products is expensive, slow, and uncertain — it requires matching or exceeding capability that the competitor has had years to develop. Competing against the source of those products is faster and often cheaper: a key supplier relationship, a patent license, a talent cluster, or a regulatory approval may be more accessible than the competitor's surface strength suggests. When the source is disrupted, the competitive strength degrades without a direct product fight.
Why best: Most competitive strategy focuses on matching the competitor's visible output — features, price, brand. Source disruption focuses on the input that makes that output possible. Disrupting the input can neutralise years of product development investment in a single move — the pot's boiling is irrelevant once the fire is out.
Sources: Thirty-Six Stratagems #19 (Sawyer trans. 1994); Porter, Competitive Advantage (1985) — value chain and competitive linkages; Christensen, The Innovator's Dilemma (1997)
Every competitive position depends on sources of input that are not visible in the product or service. Map the opponent's dependency stack:
| Dependency category | Examples | Questions to ask |
|---|---|---|
| Talent | Key engineers, designers, scientists who create the product | Who built what the competitor is known for? Can they be recruited? |
| Supply | Component suppliers, API providers, platform relationships | What would happen to the product if supply was interrupted or degraded? |
| Technology | Patents, licenses, proprietary infrastructure, third-party APIs | Does the competitor's product depend on a technology they do not fully control? |
| Distribution | Channel partners, platform access, retail relationships, OEM licensing | How does the competitor reach its customers? Can that path be blocked or redirected? |
| Capital | Funding sources, credit facilities, revenue concentration | Is a significant share of revenue from one customer or source? |
| Regulatory | Approvals, certifications, exemptions | Does the competitor's product depend on a regulatory interpretation that is being reconsidered? |
| Data | Training data, market data, customer behaviour data | Does the competitor's product depend on access to data they do not fully control? |
Rank dependencies by two dimensions:
The target is the dependency with the highest criticality and highest accessibility combination. A dependency that is critical but inaccessible (the competitor's proprietary algorithm) is not a useful target; a dependency that is accessible but non-critical produces disruption without impact.
Source disruption has a timing window: between when you initiate the attack and when the competitor can build an alternative source. That window varies by dependency type:
| Dependency type | Substitution time |
|---|---|
| Key talent (individual) | Fast if others exist in the market; slow if unique |
| Supplier relationship | 6–24 months to qualify alternatives |
| Patent / license | Fast if design-around exists; slow if fundamental |
| Regulatory approval | Months to years to re-obtain |
| Data (accumulated) | Often irreplaceable; years to recreate |
| Platform relationship | Depends on exclusivity and alternatives |
Move before the competitor can substitute. Once the substitution is underway, the disruption's impact diminishes as the competitor diversifies.
The disruption must be specific enough to actually degrade the source, not just inconvenience the competitor:
Partial disruption that does not actually degrade the competitor's capability is a cost with no benefit.
The competitor will attempt to rebuild the disrupted source once they understand what has happened. Sustain the disruption:
GPU supply in AI infrastructure (NVIDIA as source of training compute): As large language model training became the primary AI workload in 2022–2024, NVIDIA's H100 and A100 GPUs became the critical source dependency for AI capabilities. Every major AI lab's competitive capability depended on access to NVIDIA's supply. Cloud providers that secured GPU allocation commitments — and AI startups that structured long-term reserved capacity — gained competitive capabilities that those without allocation could not match. OpenAI's early relationship with Microsoft Azure, which provided GPU priority access, is one version of source disruption in reverse: securing your own access to the critical source before the market tightens.
Talent acquisition from a competitor's ML team: DeepMind's acquisition by Google in 2014 removed the most concentrated ML research capability outside of academia from the competitive landscape for any startup that might have hired from it. Google's source disruption: recruit or acquire the specific concentration of talent whose work defines state-of-the-art capability. Competitors who waited found that the leading ML researchers were no longer accessible as individual hires. Similar patterns: Apple's hiring of key display engineers from Samsung, which degraded Samsung's display differentiation; Uber's hiring of CMU robotics researchers in 2015, which generated extensive controversy but was an attempted source disruption of academic-to-startup talent flow in autonomous vehicles.
Open-source commoditisation of a proprietary component (patent / technology source): Amazon's development and release of the Firecracker virtualisation technology (2018, open-sourced) commoditised the virtualisation layer that competitors used as a differentiation source. By releasing it open-source, Amazon made a capability free and available to all — including themselves — while removing it as a sustainable differentiation source for competitors who had invested in proprietary virtualisation. The firewood (proprietary virtualisation differentiation) was removed from under the pot (competitors' enterprise VM pricing) by making the technology a commodity.
Attacking a non-critical dependency: Disrupting a supplier who provides 5% of the competitor's input when their core capability is internally developed produces no meaningful competitive impact. Identify the critical dependency by asking: if this source were disrupted completely, how significantly would their competitive capability degrade?
Moving too slowly: The competitor will notice the attack on their dependency and move to substitute. The window between your move and their substitution is the operational advantage. Delaying execution allows the competitor to pre-empt the disruption.
Assuming one disruption is decisive: Strong competitors have redundant dependencies and will rebuild disrupted sources. Map secondary dependencies in advance; be prepared to disrupt multiple sources or to sustain the primary disruption as the competitor rebuilds.
Confusing disruption with competition: Competing against the competitor's talent by offering better compensation is legitimate competition for a source. Colluding with other companies to not hire from the competitor, or making false claims to the talent to induce their departure, is legally problematic. The distinction matters.
Neglecting the disruption's sustainability: A disruption that you initiate but cannot sustain — a talent hire that leaves your organisation within a year, a supply agreement that expires without renewal, a regulatory challenge that is settled on unfavourable terms — restores the competitor's source and may leave them more resilient than before.
npx claudepluginhub jeffreytse/grimoire --plugin grimoireMaps an opponent's countermoves and systematically closes them off before revealing your intent. Use when planning a major competitive move to pre-emptively secure distribution, talent, supply, regulatory, or ecosystem position.
Analyzes AI disruption pressure across a business, maps competitive exposure across 10 vectors, and produces a 90-day defensive action plan.
Analyzes competition with Porter's Five Forces, Blue Ocean Strategy, and positioning maps to identify differentiation opportunities and market positioning for startups and pitches.