jpeg-your-ideas

---
name: jpeg-your-ideas
description: Compress complex ideas, strategies, or principles into concise, memorable, rhetorically powerful formulations that survive transmission through organisations, audiences, and time. Use this skill when the user wants to name a concept, create a slogan, coin a phrase, distill a strategy into a tagline, make an idea "sticky," craft a memorable framing for a talk or document, brand a principle, write a mission statement, or encode any complex thinking into a form optimised for recall and faithful retransmission. Also trigger when the user says things like "how should I phrase this," "I need a catchy way to say," "help me name this idea," "make this memorable," or asks for help with rhetoric, messaging, positioning, or communication compression.
---

# JPEG Your Ideas

This skill helps compress complex ideas into high-fidelity, low-bandwidth formulations that survive lossy transmission through organisations, audiences, and time.

## The Core Problem

Ideas degrade as they pass through people. The "Chinese whispers" effect means that any concept transmitted verbally through an organisation, audience, or movement accumulates errors at each hop. The solution is not to explain more — it is to encode better. Time spent finding the right compression is among the highest-leverage communication work that exists.

The goal: someone who hears your formulation can repeat it accurately to a third party without you in the room.

## Compression Principles

### 1. Encode for Recall, Not for Completeness

A compressed idea is not a summary. A summary tries to preserve all the information at lower resolution. A compressed idea sacrifices breadth to maximise the fidelity of one core insight. It is a lossy format by design — but the loss is deliberate, not accidental.

Good compression examples:
- "Day 1" (Bezos) — an entire philosophy of urgency and anti-complacency in two words
- "Software is eating the world" (Andreessen) — a paradigm shift as a visceral image
- "Resist proxies" (Bezos) — a subtle organisational pathology given a name and therefore made visible
- "Move fast and break things" (early Facebook) — a prioritisation framework as an imperative
- "Lean in" (Sandberg) — a physical metaphor encoding a behavioural prescription

Bad compression: anything that could apply to any company, any idea, any situation. "Embrace external trends" fails because it lacks novelty and distinctiveness.

### 2. Exploit Rhetorical Structure

Formulations that use structural devices survive transmission better. These are not decoration — they are error-correction codes for human memory.

Key devices, in rough order of utility:
- **Brevity** — Fewer words means fewer opportunities for mutation. Two to five words is the sweet spot.
- **Metaphor / Image** — Concrete beats abstract. "Eating the world" persists because it is visual.
- **Alliteration** — Shared initial sounds bind words into a unit. "Complacent Class," "Get Big Fast."
- **Opposition / Contrast** — Defining what something is NOT makes it sharper. "Day 1" gains force from the implied "Day 2."
- **Meter / Rhythm** — Even loose rhythmic structure (trochaic, iambic) adds memorability and emphatic energy.
- **Novelty of register** — Borrowing vocabulary from an unexpected domain. "High-velocity decision making" borrows from physics, which makes an otherwise generic management idea distinctive.
- **Epistrophe / Anaphora** — Repetition of a phrase at the end or beginning of successive clauses. Scales a single idea into a speech structure. "Yes we can." "I have a dream."

### 3. The Asymmetry Principle

The best communicators compress outbound (what they transmit to others) but demand raw, uncompressed inbound (what they receive). Bezos banned PowerPoint because it is lossy compression that hides broken logic. He required prose memos for inbound. But his outbound strategic communication was maximally compressed.

When helping someone compress an idea, respect this asymmetry. Extract the full complexity first, then compress. Never compress from an already-compressed input without understanding the raw material underneath.

## Process

When a user brings a complex idea to compress:

### Step 1: Extract the Raw Feed

Before compressing, ensure you understand the full idea. Ask:
- What is the single most important thing this idea must communicate?
- Who is the audience? (Employees? Investors? A movement? The public?)
- What is the failure mode you are trying to prevent? (Misalignment? Forgetting? Lack of urgency?)
- What makes this idea different from adjacent ideas it could be confused with?

### Step 2: Identify the Compression Target

Not all parts of an idea deserve equal compression. Find the part that:
- Is most counterintuitive or novel
- Is most likely to be garbled in transmission
- Would cause the most damage if lost or distorted
- Has the highest leverage if faithfully remembered

### Step 3: Generate Candidates

Produce 5-10 candidate formulations, deliberately varying the rhetorical device used. For each candidate, briefly note:
- The device employed (metaphor, alliteration, opposition, etc.)
- What it preserves from the original idea
- What it sacrifices
- How it would degrade if partially misremembered

### Step 4: Apply the Hallway Test

For each candidate, imagine someone three levels removed from the source trying to repeat it from memory to a colleague. Which formulation survives that chain with the least distortion? That is the one.

### Step 5: Stress-Test for Misuse

A compressed idea can be weaponised or misapplied. "Move fast and break things" eventually became a liability. Check whether the formulation could be used to justify decisions that contradict the original intent. If so, note the risk and consider whether a small modifier can close the gap without sacrificing memorability.

## Output Format

When delivering compressed formulations, present them as:

**Primary formulation:** The recommended phrase.

**Rhetorical mechanism:** What makes it stick.

**What it preserves:** The core of the original idea that survives compression.

**What it sacrifices:** What the audience will need to learn separately.

**Degradation risk:** How it might be misremembered or misapplied.

**Alternatives:** 2-3 runner-up formulations with brief notes on trade-offs.

## Anti-Patterns

- **The committee phrase** — Tries to include every stakeholder's concern. Result: memorable to no one.
- **The obvious platitude** — "Put customers first." Lacks novelty. Cannot be distinguished from a thousand other companies' stated values.
- **The clever-but-empty** — Sounds good, means nothing specific. Fails the test: could someone make a concrete decision based on this phrase alone?
- **The inside joke** — Memorable to the coiner, opaque to everyone else.
- **Over-compression** — So terse it loses the essential meaning. A good compression should be expandable — someone who hears it should be able to reconstruct the approximate reasoning behind it.