dataset.json
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{
"skill_name": "ceo_leadership",
"skill_description": "CEO战略管理与领导力（战略规划、OKR管理、团队建设、任务委派）",
"dataset_version": "1.0.0",
"created_at": "2026-03-24",
"created_by": "digester",
"benchmark": {
"version": "v1.0",
"dimensions": [
{"name": "战略框架完整性", "weight": 0.20},
{"name": "OKR体系规范性", "weight": 0.20},
{"name": "方法论可操作性", "weight": 0.15},
{"name": "案例支撑度", "weight": 0.15},
{"name": "理论体系深度", "weight": 0.15},
{"name": "适用性广度", "weight": 0.15}
],
"thresholds": {
"pass_score": 70,
"industry_avg_score": 65,
"elite_avg_score": 78
}
},
"samples": [
{
"id": "good_01",
"filename": "good_01_huawei_blm.md",
"title": "华为战略规划方法论(BLM)",
"source": "elite_03_huawei_blm.md",
"category": "good",
"score": 85,
"scores": {
"战略框架完整性": 95,
"OKR体系规范性": 70,
"方法论可操作性": 90,
"案例支撑度": 95,
"理论体系深度": 85,
"适用性广度": 75
},
"tags": ["BLM", "华为", "战略规划", "战略解码", "差距分析"],
"key_concepts": ["双差分析", "业务设计五要素", "蓝军机制", "战略预备队"]
},
{
"id": "good_02",
"filename": "good_02_google_okr.md",
"title": "Google OKR实践深度解析",
"source": "elite_04_google_okr_practice.md",
"category": "good",
"score": 81,
"scores": {
"战略框架完整性": 60,
"OKR体系规范性": 95,
"方法论可操作性": 85,
"案例支撑度": 95,
"理论体系深度": 80,
"适用性广度": 75
},
"tags": ["OKR", "Google", "目标管理", "绩效", "透明度"],
"key_concepts": ["60-70%理想完成度", "全员透明", "双向结合", "容错文化"]
},
{
"id": "good_03",
"filename": "good_03_bytedance_okr.md",
"title": "字节跳动OKR实践",
"source": "elite_05_bytedance_okr.md",
"category": "good",
"score": 77,
"scores": {
"战略框架完整性": 55,
"OKR体系规范性": 90,
"方法论可操作性": 85,
"案例支撑度": 90,
"理论体系深度": 75,
"适用性广度": 70
},
"tags": ["OKR", "字节跳动", "飞书", "信息透明", "自我驱动"],
"key_concepts": ["短周期迭代", "飞阅会", "动态调整", "结果导向"]
},
{
"id": "good_04",
"filename": "good_04_welch_leadership.md",
"title": "杰克·韦尔奇战略领导力",
"source": "elite_02_jack_welch_leadership.md",
"category": "good",
"score": 76,
"scores": {
"战略框架完整性": 85,
"OKR体系规范性": 50,
"方法论可操作性": 80,
"案例支撑度": 95,
"理论体系深度": 85,
"适用性广度": 70
},
"tags": ["领导力", "GE", "韦尔奇", "变革管理", "人才管理"],
"key_concepts": ["4E+1P", "数一数二", "无边界组织", "271活力曲线"]
},
{
"id": "good_05",
"filename": "good_05_okr_guide.md",
"title": "CEO如何制定OKR",
"source": "elite_01_okr_ceo_guide.md",
"category": "good",
"score": 71,
"scores": {
"战略框架完整性": 60,
"OKR体系规范性": 90,
"方法论可操作性": 85,
"案例支撑度": 60,
"理论体系深度": 60,
"适用性广度": 70
},
"tags": ["OKR", "CEO", "目标制定", "SMART", "复盘"],
"key_concepts": ["OKR五步法", "SMART原则", "三层跟踪体系", "战略对齐"]
},
{
"id": "bad_01",
"filename": "bad_01_delegation_basics.md",
"title": "任务委派基础方法",
"source": "avg_01_delegation_basics.md",
"category": "bad",
"score": 40,
"scores": {
"战略框架完整性": 40,
"OKR体系规范性": 20,
"方法论可操作性": 60,
"案例支撑度": 30,
"理论体系深度": 40,
"适用性广度": 50
},
"tags": ["委派", "基础", "管理", "网络资源"],
"key_concepts": ["五步法", "任务分配"],
"issues": ["无真实案例", "无框架支撑", "深度不足", "无工具模板"]
}
],
"statistics": {
"total_samples": 6,
"good_samples": 5,
"bad_samples": 1,
"average_score": 71.7,
"good_average": 78.0,
"bad_average": 40.0,
"score_distribution": {
"80+": 2,
"70-79": 3,
"60-69": 0,
"50-59": 0,
"<50": 1
}
},
"insights": {
"good_common_features": [
"使用成熟框架（BLM、OKR、4E+1P）",
"真实企业案例支撑（华为、Google、字节、GE）",
"清晰的方法论步骤和工具",
"权威来源（商学院、企业官方）",
"长期实践验证（20年+）"
],
"bad_common_issues": [
"无战略框架支撑",
"无真实企业案例",
"停留在概念层面",
"缺乏可操作工具",
"适用性不明确"
],
"key_findings": [
"案例支撑度是区分Good/Bad的关键（87 vs 30）",
"战略框架完整性是最难达成的维度（Good平均仅69）",
"方法论可操作性是Good样本的共同优势（平均85）",
"来源可信度与内容质量高度正相关"
]
}
}