# Enhanced STRAP Paper Revision Prompt
## Background Context
You are tasked with revising an academic paper about a novel entrepreneurial decision-making framework called STRAP (Strategic Threshold Resolution for Actionable Priorities). This framework helps early-stage entrepreneurs efficiently prioritize actions when facing limited resources and uncertainty across multiple stakeholders.
## Transformation Goals
Transform the draft paper into a focused, structured paper about the STRAP framework with these key changes:
1. **Simplify to Two Stakeholders**: Focus only on suppliers and customers
2. **Use Binary States**: Each stakeholder has only two states - Accept (1) or Reject (0)
3. **Replace Entropy with Acceptance Probabilities**: Use direct probabilities instead of entropy
4. **Introduce Transition Matrices**: Show how actions affect state transitions between the four venture states
5. **Contrast Independent vs. Interdependent Models**: Show how interdependence creates new transition possibilities
6. **Follow C-L-G-A-I Structure**: Organize introduction with Context-Literature-Gap-Approach-Implications
## Complete Paper Structure
### Abstract
Create a concise abstract that:
- Defines STRAP as using "probabilistic, statistical, and optimization theory implemented with probabilistic programming"
- Mentions both independent and interdependent stakeholder modeling
- Focuses on acceptance probabilities rather than entropy
- Highlights bottleneck breaking approach with Sublime Systems case study
### 1. Introduction
Structure with these explicit subsections:
**1.1 Entrepreneurial Decision-Making Reimagined**
- Frame entrepreneurship as a universal cognitive process
- Mention how current guidance often fails when it ignores context
- Position STRAP as using probabilistic programming to predict stakeholder behavior
**1.2 Context: Prioritizing Actions Under Interdependent Stakeholder Uncertainty**
- Describe resource-constrained entrepreneurs needing to sequence actions
- Provide examples: Segway, Tesla, Skinniger, Better Place
- Emphasize importance of stakeholder interdependence
**1.3 Literature Foundation: Fragments Without Integration**
- Review Lean Startup, operations literature, platform strategy
- Mention scheduling problems with robust optimization
- Identify promising components that haven't been integrated
**1.4 Gap: Missing Objective Function and Domain-Specific Limitations**
- Articulate two gaps: no objective function, excessive domain specificity
- Support with examples from different contexts (biotech vs IT)
- Set up need for framework adaptable across contexts
**1.5 Approach: STRAP Framework**
- Define STRAP with full name
- Describe entrepreneur as modeling agent
- Outline key components: acceptance probabilities, state transitions
- Highlight both independent and interdependent stakeholder modeling
**1.6 Implications: Personalized Guidance and Ecosystem Benefits**
- Benefits for entrepreneurs (personalized guidance)
- Benefits for support organizations (effective mentoring)
- Ecosystem-level benefits (resource allocation, negotiation)
### 2. Methods: The STRAP Framework
**2.1 Model Overview and Notation**
- Define stakeholders J = {supp, cust}
- Define notation: p_j^1 (acceptance probability), f_j^1 (value of acceptance), etc.
- Define four venture states: (0,0), (1,0), (0,1), (1,1)
- Define actions A = {a_supp, a_cust}
**2.2 Perception Module: Stakeholder Acceptance Modeling**
- Present logistic model for mapping attributes to probabilities:
```
p_j^1(x) = exp(Ξ²_j^T x) / (1 + exp(Ξ²_j^T x))
```
- Provide Sublime Systems example with specific parameter values
**2.3 Modeling Interdependent Stakeholder Uncertainties**
- Explain the four venture states: (supplier state, customer state)
- Introduce 4Γ4 transition matrices showing how actions affect state transitions
- Contrast independent model (many impossible transitions) with interdependent model
- Use format from the sketch with X marking impossible transitions
**2.4 Action Selection Framework**
- Present simplified selection rule:
```
a* = argmax_a [ Ξ£_j w_jΒ·f_j^1Β·Ξp_j^1(a) / c_a ]
```
- Focus on cost-normalized benefit without dual formulation
**2.5 Bottleneck Breaking Algorithm**
- Detail step-by-step process for selecting actions
- Explain how the algorithm identifies and breaks bottlenecks
### 3. Results
**3.1 Acceptance Probability Improvements**
- Apply STRAP to Sublime Systems case
- Show initial and improved acceptance probabilities for suppliers and customers
**3.2 State Transition Visualization**
- Create four 4Γ4 transition matrices in this exact format:
```
From
(0,0) (1,0) (0,1) (1,1)
βββββββββββββββββββββββββββ
To (0,0) β 1/3 X X X β
(1,0) β 2/3 1/2 X X β
(0,1) β X X 1/3 X β
(1,1) β X X 2/3 1 β
βββββββββββββββββββββββββββ
Pβ Pβ Pβ Pβ
```
- Create matrices for:
1. action_customer with Independent Stakeholders
2. action_customer with Interdependent Stakeholders
3. action_supplier with Independent Stakeholders
4. action_supplier with Interdependent Stakeholders
**3.3 Action Sequence Comparison**
- Compare STRAP-guided sequence with technology-first approach
- Show improvements in acceptance probabilities under each approach
**3.4 Performance Metrics**
- Present final state probabilities, costs, and acceptance improvements
### 4. Discussion
**4.1 Entrepreneurial Operations Connection**
- Connect to Fine's work on scaling
- Show how STRAP helps decide which operational tool to deploy first
**4.2 Entrepreneurial Strategy Integration**
- Link to Gans' explore-exploit framework
- Explain how STRAP provides quantitative stopping rules
**4.3 Real Options Framework Application**
- Organize around ABSTRACTION, DUALITY, and AGENCY principles
- Show how STRAP extends real options theory
### 5. Further Work
Include only these four subsections:
**5.1 Entropy-Based Unknown Unknowns**
- Explain that "decreasing uncertainty implies higher fidelity, not higher acceptance"
- Show how a "clean reject" also represents reduced uncertainty
- Distinguish between quality of information and favorability of outcomes
**5.2 Enhanced Interdependence Modeling**
- Propose more sophisticated network models for stakeholder relationships
- Suggest causal discovery techniques for hidden interdependencies
**5.3 Dual Formulation for Scaling Diagnostics**
- Present dual formulation that was removed from Methods
- Show how it helps answer "when to scale" question
- Explain diagnostic capabilities for venture scaling readiness
**5.4 Ecosystem-Level Applications**
- Describe applications across multiple ventures in accelerators
- Suggest metrics for ecosystem health and bottlenecks
## Visualization Requirements
The key visualization consists of four 4Γ4 transition matrices that must exactly match this format:
```
From
(0,0) (1,0) (0,1) (1,1)
βββββββββββββββββββββββββββ
To (0,0) β 1/3 X X X β
(1,0) β 2/3 1/2 X X β
(0,1) β X X 1/3 X β
(1,1) β X X 2/3 1 β
βββββββββββββββββββββββββββ
Pβ Pβ Pβ Pβ
```
Create all four matrices with:
- Rows labeled as the "To" states (0,0), (1,0), (0,1), (1,1)
- Columns labeled as the "From" states (0,0), (1,0), (0,1), (1,1)
- States ordered as shown, representing (supplier state, customer state)
- Fractions (1/3, 1/2, 2/3, etc.) for probabilities
- X marking impossible transitions
- Labels Pβ, Pβ, etc. at the bottom
## Key Mathematical Notation
1. **States**: (supplier state, customer state) where 0=Reject, 1=Accept
- (0,0): Supplier rejects, customer rejects
- (1,0): Supplier accepts, customer rejects
- (0,1): Supplier rejects, customer accepts
- (1,1): Supplier accepts, customer accepts
2. **Probabilities**:
- p_j^1: Probability stakeholder j accepts
- p_j^0: Probability stakeholder j rejects (p_j^0 = 1 - p_j^1)
- Ξp_j^1(a): Change in acceptance probability from action a
3. **Selection Formula**:
```
a* = argmax_a [ Ξ£_j w_jΒ·f_j^1Β·Ξp_j^1(a) / c_a ]
```
4. **Logistic Model**:
```
p_j^1(x) = exp(Ξ²_j^T x) / (1 + exp(Ξ²_j^T x))
```
## Important Concepts to Emphasize
1. **Stakeholder Interdependence**: Actions targeting one stakeholder can affect other stakeholders
2. **Independent vs. Interdependent Models**:
- Independent: Actions only affect target stakeholder (many impossible transitions)
- Interdependent: Actions can affect both stakeholders (enabling diagonal transitions)
3. **Bottleneck Breaking**: Focus resources on stakeholder with highest acceptance improvement per resource unit
4. **Acceptance vs. Uncertainty**: The model focuses on improving acceptance probabilities directly rather than reducing entropy
Transform the draft paper using these specifications to create a focused, clear presentation of the STRAP framework based on stakeholder acceptance probabilities and state transitions.