From 190eb59706a23f85893e2f671c71c5b7fd394f19 Mon Sep 17 00:00:00 2001 From: Anot Date: Fri, 13 Feb 2026 02:21:02 -0500 Subject: [PATCH 1/5] feat: Add management consulting plugin End-to-end management consulting workflow plugin covering the full engagement lifecycle from business development through project closure. - 28 commands across 8 categories (BD, initiation, research, strategy, implementation, deliverables, project management, commercial) - 9 skills for domain knowledge (problem-solving, strategic frameworks, financial modeling, change management, etc.) - Follows existing plugin patterns (frontmatter, CONNECTORS.md, LICENSE) - Registered in marketplace.json Co-Authored-By: Claude Opus 4.6 --- .claude-plugin/marketplace.json | 5 + .../.claude-plugin/plugin.json | 8 + management-consulting/.mcp.json | 24 + management-consulting/CONNECTORS.md | 30 + management-consulting/LICENSE | 202 +++++ management-consulting/README.md | 185 +++++ .../commands/business-case.md | 336 ++++++++ management-consulting/commands/change-plan.md | 162 ++++ management-consulting/commands/discovery.md | 243 ++++++ .../commands/due-diligence.md | 255 ++++++ .../commands/financial-analysis.md | 262 ++++++ .../commands/framework-apply.md | 230 ++++++ .../commands/governance-setup.md | 263 ++++++ .../commands/implementation-plan.md | 152 ++++ management-consulting/commands/kickoff.md | 242 ++++++ .../commands/market-analysis.md | 181 ++++ .../commands/options-generate.md | 276 +++++++ management-consulting/commands/org-design.md | 410 ++++++++++ management-consulting/commands/pitch-deck.md | 321 ++++++++ .../commands/presentation-create.md | 303 +++++++ .../commands/pricing-model.md | 364 +++++++++ .../commands/process-improve.md | 314 +++++++ .../commands/project-close.md | 466 +++++++++++ .../commands/proposal-develop.md | 256 ++++++ .../commands/report-generate.md | 349 ++++++++ management-consulting/commands/rfp-analyze.md | 174 ++++ .../commands/risk-register.md | 280 +++++++ .../commands/roadmap-create.md | 235 ++++++ management-consulting/commands/sow-create.md | 317 +++++++ .../commands/stakeholder-map.md | 174 ++++ .../commands/status-report.md | 303 +++++++ .../commands/thought-leadership.md | 216 +++++ .../commands/value-proposition.md | 134 +++ .../commands/workshop-facilitate.md | 409 ++++++++++ .../skills/change-management/SKILL.md | 531 ++++++++++++ .../skills/due-diligence/SKILL.md | 249 ++++++ .../skills/executive-presentation/SKILL.md | 485 +++++++++++ .../skills/financial-modeling/SKILL.md | 531 ++++++++++++ .../skills/problem-solving/SKILL.md | 473 +++++++++++ .../skills/process-excellence/SKILL.md | 485 +++++++++++ .../skills/project-governance/SKILL.md | 526 ++++++++++++ .../skills/strategic-frameworks/SKILL.md | 770 ++++++++++++++++++ .../skills/workshop-facilitation/SKILL.md | 681 ++++++++++++++++ 43 files changed, 12812 insertions(+) create mode 100644 management-consulting/.claude-plugin/plugin.json create mode 100644 management-consulting/.mcp.json create mode 100644 management-consulting/CONNECTORS.md create mode 100644 management-consulting/LICENSE create mode 100644 management-consulting/README.md create mode 100644 management-consulting/commands/business-case.md create mode 100644 management-consulting/commands/change-plan.md create mode 100644 management-consulting/commands/discovery.md create mode 100644 management-consulting/commands/due-diligence.md create mode 100644 management-consulting/commands/financial-analysis.md create mode 100644 management-consulting/commands/framework-apply.md create mode 100644 management-consulting/commands/governance-setup.md create mode 100644 management-consulting/commands/implementation-plan.md create mode 100644 management-consulting/commands/kickoff.md create mode 100644 management-consulting/commands/market-analysis.md create mode 100644 management-consulting/commands/options-generate.md create mode 100644 management-consulting/commands/org-design.md create mode 100644 management-consulting/commands/pitch-deck.md create mode 100644 management-consulting/commands/presentation-create.md create mode 100644 management-consulting/commands/pricing-model.md create mode 100644 management-consulting/commands/process-improve.md create mode 100644 management-consulting/commands/project-close.md create mode 100644 management-consulting/commands/proposal-develop.md create mode 100644 management-consulting/commands/report-generate.md create mode 100644 management-consulting/commands/rfp-analyze.md create mode 100644 management-consulting/commands/risk-register.md create mode 100644 management-consulting/commands/roadmap-create.md create mode 100644 management-consulting/commands/sow-create.md create mode 100644 management-consulting/commands/stakeholder-map.md create mode 100644 management-consulting/commands/status-report.md create mode 100644 management-consulting/commands/thought-leadership.md create mode 100644 management-consulting/commands/value-proposition.md create mode 100644 management-consulting/commands/workshop-facilitate.md create mode 100644 management-consulting/skills/change-management/SKILL.md create mode 100644 management-consulting/skills/due-diligence/SKILL.md create mode 100644 management-consulting/skills/executive-presentation/SKILL.md create mode 100644 management-consulting/skills/financial-modeling/SKILL.md create mode 100644 management-consulting/skills/problem-solving/SKILL.md create mode 100644 management-consulting/skills/process-excellence/SKILL.md create mode 100644 management-consulting/skills/project-governance/SKILL.md create mode 100644 management-consulting/skills/strategic-frameworks/SKILL.md create mode 100644 management-consulting/skills/workshop-facilitation/SKILL.md diff --git a/.claude-plugin/marketplace.json b/.claude-plugin/marketplace.json index 8fbba82..d75d530 100644 --- a/.claude-plugin/marketplace.json +++ b/.claude-plugin/marketplace.json @@ -58,6 +58,11 @@ "name": "bio-research", "source": "./bio-research", "description": "Connect to preclinical research tools and databases (literature search, genomics analysis, target prioritization) to accelerate early-stage life sciences R&D" + }, + { + "name": "management-consulting", + "source": "./management-consulting", + "description": "End-to-end management consulting workflows from RFP response and proposal development through strategy formulation, implementation planning, and project closure. Apply strategic frameworks, build business cases, and create executive deliverables." } ] } diff --git a/management-consulting/.claude-plugin/plugin.json b/management-consulting/.claude-plugin/plugin.json new file mode 100644 index 0000000..4fab13c --- /dev/null +++ b/management-consulting/.claude-plugin/plugin.json @@ -0,0 +1,8 @@ +{ + "name": "management-consulting", + "version": "1.0.0", + "description": "End-to-end management consulting workflow plugin. From RFP responses and proposal development through strategy formulation, implementation planning, and project closure. Provides comprehensive frameworks and best practices for strategy, operations, and transformation engagements.", + "author": { + "name": "Anot" + } +} diff --git a/management-consulting/.mcp.json b/management-consulting/.mcp.json new file mode 100644 index 0000000..e511a49 --- /dev/null +++ b/management-consulting/.mcp.json @@ -0,0 +1,24 @@ +{ + "mcpServers": { + "slack": { + "type": "http", + "url": "https://mcp.slack.com/mcp" + }, + "box": { + "type": "http", + "url": "https://mcp.box.com" + }, + "egnyte": { + "type": "http", + "url": "https://mcp-server.egnyte.com/mcp" + }, + "atlassian": { + "type": "http", + "url": "https://mcp.atlassian.com/v1/mcp" + }, + "ms365": { + "type": "http", + "url": "https://microsoft365.mcp.claude.com/mcp" + } + } +} diff --git a/management-consulting/CONNECTORS.md b/management-consulting/CONNECTORS.md new file mode 100644 index 0000000..77a3e45 --- /dev/null +++ b/management-consulting/CONNECTORS.md @@ -0,0 +1,30 @@ +# Connectors + +## How tool references work + +Plugin files use `~~category` as a placeholder for whatever tool the user connects in that category. For example, `~~project tracker` might mean Jira, Asana, or any other tracker with an MCP server. + +Plugins are **tool-agnostic** — they describe workflows in terms of categories (project tracker, chat, cloud storage, etc.) rather than specific products. The `.mcp.json` pre-configures specific MCP servers, but any MCP server in that category works. + +## Connectors for this plugin + +| Category | Placeholder | Included servers | Other options | +|----------|-------------|-----------------|---------------| +| Chat | `~~chat` | Slack | Microsoft Teams | +| Cloud storage | `~~cloud storage` | Box, Egnyte | Google Drive, SharePoint, Dropbox | +| Office suite | `~~office suite` | Microsoft 365 | Google Workspace | +| Project tracker | `~~project tracker` | Atlassian (Jira, Confluence) | Asana, Monday.com | +| Data warehouse | `~~data warehouse` | — (no supported MCP servers yet) | Snowflake, BigQuery | +| BI / Visualization | `~~bi` | — (no supported MCP servers yet) | Tableau, Power BI | + +## Graceful degradation + +When a connector is not available: + +- **Chat unavailable**: Note that real-time notifications cannot be sent; offer to draft messages for later sending +- **Cloud storage unavailable**: Work with local files; warn that version history is unavailable +- **Project tracker unavailable**: Track tasks manually; note gaps in status visibility +- **Data warehouse unavailable**: Work with user-provided data; note inability to query live data sources +- **BI unavailable**: Describe recommended visualizations; note inability to generate interactive dashboards + +The plugin will always note which tools were unavailable and what manual steps the user may need to take. diff --git a/management-consulting/LICENSE b/management-consulting/LICENSE new file mode 100644 index 0000000..d645695 --- /dev/null +++ b/management-consulting/LICENSE @@ -0,0 +1,202 @@ + + Apache License + Version 2.0, January 2004 + http://www.apache.org/licenses/ + + TERMS AND CONDITIONS FOR USE, REPRODUCTION, AND DISTRIBUTION + + 1. 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Models proven methodologies for strategy, operations, and transformation work. Works standalone with web search and your input, supercharged when you connect your tools. + +> **Disclaimer:** This plugin assists with consulting workflows. All analyses and recommendations should be reviewed by qualified professionals before client presentation. + +## Installation + +```bash +claude plugins add knowledge-work-plugins/management-consulting +``` + +## Commands + +Explicit workflows invoked with a slash command: + +### Business Development + +| Command | Description | +|---|---| +| `/rfp-analyze` | Analyze RFP requirements, evaluation criteria, and win themes | +| `/proposal-develop` | Create compelling proposal with value proposition and approach | +| `/sow-create` | Develop detailed Statement of Work with scope and deliverables | +| `/pitch-deck` | Build client pitch deck with storytelling and key messages | +| `/value-proposition` | Develop differentiated value propositions and positioning | + +### Engagement Initiation + +| Command | Description | +|---|---| +| `/kickoff` | Design and run project kickoff workshop and charter | +| `/discovery` | Conduct discovery phase with stakeholder interviews and data gathering | +| `/governance-setup` | Establish project governance including RACI and steering committee | +| `/stakeholder-map` | Map stakeholders, assess influence, and develop engagement strategies | + +### Research & Analysis + +| Command | Description | +|---|---| +| `/framework-apply` | Apply strategic frameworks (7S, Five Forces, SWOT, PESTLE) | +| `/market-analysis` | Conduct industry and competitive analysis | +| `/financial-analysis` | Build financial models, ROI analysis, and business cases | +| `/due-diligence` | Conduct commercial, operational, or strategic due diligence | + +### Strategy Development + +| Command | Description | +|---|---| +| `/options-generate` | Generate and evaluate strategic options | +| `/business-case` | Develop investment business case with financials | +| `/roadmap-create` | Create strategic roadmap with phases and milestones | + +### Implementation + +| Command | Description | +|---|---| +| `/implementation-plan` | Develop detailed implementation plan | +| `/change-plan` | Create change management and communication plan | +| `/process-improve` | Apply Lean Six Sigma for process optimization | +| `/org-design` | Design organizational structure and roles | + +### Deliverables + +| Command | Description | +|---|---| +| `/presentation-create` | Build executive presentation with storytelling | +| `/report-generate` | Create strategic reports and recommendations | +| `/workshop-facilitate` | Design and facilitate strategy workshops | +| `/thought-leadership` | Develop POVs, white papers, case studies, and knowledge assets | + +### Project Management + +| Command | Description | +|---|---| +| `/status-report` | Generate weekly or monthly status reports | +| `/risk-register` | Identify, assess, and manage project risks | +| `/project-close` | Execute project closure and knowledge transfer | + +### Commercial + +| Command | Description | +|---|---| +| `/pricing-model` | Develop consulting pricing (fixed, T&M, value-based) | + +## Skills + +Domain knowledge Claude uses automatically when relevant: + +| Skill | Description | +|---|---| +| `problem-solving` | Hypothesis-driven problem solving using structured analysis | +| `strategic-frameworks` | Application of 20+ consulting frameworks | +| `workshop-facilitation` | Design thinking and innovation sprint facilitation | +| `executive-presentation` | Top-down structured communication and storytelling for C-suite | +| `financial-modeling` | ROI, NPV, DCF, and business case development | +| `change-management` | Organizational change management and transformation | +| `process-excellence` | Lean Six Sigma and operational improvement | +| `project-governance` | RACI, steering committees, and stage gates | +| `due-diligence` | Commercial, operational, and strategic assessment | + +## Example Workflows + +### Strategy Engagement + +``` +/kickoff [Project Name] [Client] +``` + +Run kickoff to define project charter and governance, then: +- Map stakeholders with `/stakeholder-map` +- Conduct discovery with `/discovery` +- Apply frameworks with `/framework-apply` +- Conduct analysis with `/financial-analysis` and `/market-analysis` +- Generate options with `/options-generate` +- Build business case with `/business-case` +- Create roadmap with `/roadmap-create` + +### Transformation Engagement + +``` +/discovery [Organization context] +``` + +Conduct current state assessment, then: +- Design future state with `/org-design` and `/process-improve` +- Develop implementation plan with `/implementation-plan` +- Create change plan with `/change-plan` +- Execute with regular `/status-report` updates +- Close with `/project-close` and lessons learned + +### Pursuit / Business Development + +``` +/rfp-analyze [RFP content] +``` + +Analyze the RFP, then: +- Develop proposal with `/proposal-develop` +- Create SOW with `/sow-create` +- Build pitch deck with `/pitch-deck` + +## Standalone + Supercharged + +Every command works without integrations: + +| What You Can Do | Standalone | Supercharged With | +|---|---|---| +| Conduct analysis | Web search + your input | Data warehouse, BI tools | +| Build financial models | Describe assumptions | Excel, financial data | +| Create presentations | Describe content | Office suite, cloud storage | +| Research markets | Web search | Industry databases | +| Manage projects | Describe status | Jira, project tools | + +## MCP Integrations + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](CONNECTORS.md). + +Connect your tools for a richer experience: + +| Category | Examples | What It Enables | +|---|---|---| +| **Chat** | Slack, Teams | Client updates, team coordination | +| **Cloud storage** | Box, Egnyte, Google Drive | Access templates, save deliverables | +| **Office suite** | Microsoft 365, Google Workspace | Email, documents, presentations | +| **Project tracker** | Jira, Confluence | Status tracking, milestone management | + +## Settings + +Create a local settings file at `management-consulting/.claude/settings.local.json` to personalize: + +```json +{ + "firm": { + "name": "Your Firm", + "methodology": "hypothesis-driven", + "standard_frameworks": ["7S", "Five Forces", "SWOT"] + }, + "engagement_defaults": { + "pricing_model": "value-based", + "reporting_format": "executive-summary" + } +} +``` + +The plugin will ask you for this information interactively if not configured. diff --git a/management-consulting/commands/business-case.md b/management-consulting/commands/business-case.md new file mode 100644 index 0000000..50caac0 --- /dev/null +++ b/management-consulting/commands/business-case.md @@ -0,0 +1,336 @@ +--- +description: Develop comprehensive business case with problem statement, solution, financials, and recommendation +argument-hint: " " +--- + +# /business-case -- Business Case Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create a comprehensive business case that secures approval and funding for strategic initiatives. Includes problem statement, solution, financial analysis, and recommendation. + +## Invocation + +``` +/business-case [investment or initiative] [purpose] +``` + +If parameters not provided, ask for: +- Investment or initiative +- Purpose (new investment, process change, technology) +- Available analysis/data +- Target audience (board, steering committee, etc.) + +## Workflow + +### Step 1: Structure the Business Case + +Determine the appropriate structure: + +``` +## Business Case Structure + +### 1. Executive Summary +[1 page max - the "decision brief"] + +### 2. Problem Statement +[What problem are we solving?] + +### 3. Current State +[Where we are today - with data] + +### 4. Future State +[What we'll achieve] + +### 5. Options Analysis +[Alternatives considered] + +### 6. Recommendation +[What we're proposing] + +### 7. Financial Analysis +[The numbers] + +### 8. Implementation Plan +[How we'll do it] + +### 9. Risks and Mitigations +[What's standing in the way] + +### 10. Conclusion +[Summary and call to action] +``` + +### Step 2: Executive Summary + +Create the standalone summary: + +``` +## Executive Summary + +### The Challenge +[1-2 sentences on the problem] + +### The Opportunity +[What we can achieve] + +### The Investment +$[Total investment] + +### The Return +- NPV: $XX +- IRR: XX% +- Payback: X years +- ROI: XX% + +### Recommendation +[PROCEED with option X] + +### Key Decision Points +- [Decision point 1] +- [Decision point 2] +``` + +### Step 3: Problem Statement + +Define the problem: + +``` +## Problem Statement + +### Current Pain Points +| Pain Point | Impact | Frequency | Priority | +|------------|--------|-----------|----------| +| [Pain 1] | $[Impact] | [Frequency] | [High] | +| [Pain 2] | $[Impact] | [Frequency] | [High] | +| [Pain 3] | $[Impact] | [Frequency] | [Medium] | + +### Cost of Inaction +| Factor | Annual Cost | +|--------|-------------| +| [Cost 1] | $X | +| [Cost 2] | $X | +| **Total** | **$X** | + +### Root Cause +[What's causing these problems] +``` + +### Step 4: Current State Assessment + +Document baseline: + +``` +## Current State + +### Operational Metrics +| Metric | Current | Industry Benchmark | Gap | +|--------|---------|-------------------|-----| +| [Metric 1] | [Value] | [Benchmark] | [Gap] | +| [Metric 2] | [Value] | [Benchmark] | [Gap] | + +### Pain Points +- [Pain point 1 with data] +- [Pain point 2 with data] + +### Constraints +- [Constraint 1] +- [Constraint 2] +``` + +### Step 5: Future State + +Describe the target: + +``` +## Future State + +### Vision +[2-3 sentences on what success looks like] + +### Expected Outcomes +| Outcome | Current | Target | Improvement | +|---------|---------|--------|-------------| +| [Outcome 1] | [Current] | [Target] | [X%] | +| [Outcome 2] | [Current] | [Target] | [X%] | + +### Capabilities Required +- [Capability 1] +- [Capability 2] +``` + +### Step 6: Options Analysis + +Present alternatives: + +``` +## Options Analysis + +### Options Considered + +| Option | Description | Investment | NPV | Risk | +|--------|-------------|------------|-----|------| +| A | [Full solution] | $XX | $XX | [Med] | +| B | [Partial solution] | $XX | $XX | [Low] | +| C | [Status quo] | $0 | $0 | [N/A] | + +### Recommendation +[Option A] — selected because: +1. [Reason 1] +2. [Reason 2] +3. [Reason 3] +``` + +### Step 7: Financial Analysis + +Build detailed financials: + +``` +## Financial Analysis + +### Investment Required +| Category | Year 0 | Year 1 | Year 2 | Year 3 | Total | +|----------|--------|--------|--------|--------|-------| +| Capital | $X | $X | $X | $X | $X | +| Implementation | $X | $X | $X | $X | $X | +| Training | $X | | | | $X | +| AI/ML infrastructure | $X | $X | | | $X | +| Change management | $X | $X | | | $X | +| **Total** | **$X** | **$X** | **$X** | **$X** | **$X** | + +### Benefits Realization +| Benefit | Type | Year 1 | Year 2 | Year 3 | Total | +|---------|------|--------|--------|--------|-------| +| Revenue growth | Top-line | $X | $X | $X | $X | +| Cost reduction | Bottom-line | $X | $X | $X | $X | +| Risk avoidance | Quantified | $X | $X | $X | $X | +| Time savings | Productivity | $X | $X | $X | $X | +| Error reduction | Quality | $X | $X | $X | $X | +| **Total** | | **$X** | **$X** | **$X** | **$X** | + +### Return Metrics +| Metric | Value | Threshold | Assessment | +|--------|-------|-----------|------------| +| NPV | $XX | > 0 | [Positive] | +| IRR | XX% | XX% | [Above threshold] | +| Payback | X years | X years | [Within threshold] | +| ROI | XX% | XX% | [Above threshold] | + +### AI/Automation Specific Metrics (if applicable) +| Metric | Value | Industry Benchmark | +|--------|-------|-------------------| +| Process automation rate | X% | 60-80% | +| Error reduction | X% | 30-60% | +| Time-to-value | X months | 6-12 months | +| Operational cost reduction | X% | 15-35% | + +### Sensitivity Analysis +| Variable | -20% Impact | Base | +20% Impact | Swing | +|----------|-------------|------|--------------|-------| +| Benefits | $XX | $XX | $XX | $XX | +| Costs | $XX | $XX | $XX | $XX | +| Timeline | $XX | $XX | $XX | $XX | +| Adoption rate | $XX | $XX | $XX | $XX | + +### Monte Carlo Analysis (if applicable) +- Probability of NPV > 0: [X]% +- 90% confidence interval: $[Low] - $[High] +- Most likely outcome: $[Amount] +- Downside scenario: $[Amount] + +### Total Cost of Ownership (TCO) +| Component | Years 1-3 | Years 4-5 | Years 6-10 | Total | +|-----------|-----------|-----------|------------|-------| +| Initial investment | $X | | | $X | +| Ongoing licensing | $X | $X | $X | $X | +| Maintenance | $X | $X | $X | $X | +| Training & support | $X | $X | $X | $X | +| **TCO** | **$X** | **$X** | **$X** | **$X** | + +### Breakeven Analysis +- **Minimum benefits to break even**: $X +- **Breakeven point**: [Time period] +- **Risk-adjusted breakeven**: [Time period] +``` + +### Step 8: Implementation Plan + +Outline execution: + +``` +## Implementation Plan + +### Phases + +| Phase | Duration | Key Activities | Deliverables | +|-------|----------|----------------|--------------| +| 1 | X weeks | [Activities] | [Deliverables] | +| 2 | X weeks | [Activities] | [Deliverables] | +| 3 | X weeks | [Activities] | [Deliverables] | + +### Timeline +[Visual timeline or Gantt] + +### Resource Requirements +| Role | FTE | Duration | +|------|-----|----------| +| [Role 1] | X.X | [Time] | +| [Role 2] | X.X | [Time] | + +### Dependencies +- [Dependency 1] +- [Dependency 2] +``` + +### Step 9: Risk Assessment + +Document risks: + +``` +## Risks and Mitigations + +### Key Risks +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | + +### Contingency Plans +- [Contingency 1] +- [Contingency 2] +``` + +## Output Format + +Generate complete business case: + +1. **Executive Summary** — 1-page decision brief +2. **Problem & Opportunity** — Why this matters +3. **Solution** — What we're proposing +4. **Financial Analysis** — ROI, NPV, IRR, payback +5. **Implementation** — How we'll do it +6. **Risks** — What could go wrong and what we're doing about it + +After generating, ask: + +> "Would you like me to: +> - Adjust the financial assumptions? +> - Create executive presentation slides? +> - Develop detailed implementation plan? +> - Add scenario analysis for different risk profiles?" + +## Notes + +- Executive summary must stand alone — it's often the only thing read +- Quantify everything — "significant savings" isn't convincing +- Connect to strategic priorities — why THIS investment now? +- Be realistic about benefits — don't over-promise +- Acknowledge risks — hiding them destroys credibility +- Make the recommendation CLEAR — don't waffle +- Anticipate objections and address them proactively +- Match format to audience — board vs. steering committee vs. sponsor +- For AI/automation investments, include specific automation rates and error reduction metrics +- Consider total cost of ownership over 5-10 years, not just initial investment +- Include change management costs explicitly — they are often underestimated +- Run Monte Carlo analysis for high-stakes investments to show confidence ranges +- Address technical debt and ongoing maintenance in financial projections diff --git a/management-consulting/commands/change-plan.md b/management-consulting/commands/change-plan.md new file mode 100644 index 0000000..d065771 --- /dev/null +++ b/management-consulting/commands/change-plan.md @@ -0,0 +1,162 @@ +--- +description: Create change management and communication plan for transformation initiatives +argument-hint: " " +--- + +# /change-plan -- Change Management Planning + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Develop a comprehensive change management plan to drive adoption and minimize resistance during organizational transformations. + +## Invocation + +``` +/change-plan [initiative] [stakeholder scope] +``` + +If parameters are not provided, ask for: +- Change initiative or project name +- Scope of stakeholders affected +- Current readiness assessment +- Timeline for change + +## Workflow + +### Step 1: Change Impact Assessment + +Assess the scope and nature of change: + +``` +## Change Impact Assessment + +### Change Profile + +| Dimension | Assessment | Implications | +|-----------|------------|--------------| +| Scope | [Enterprise/Functions/Teams] | [Implication] | +| Depth | [Process/Tools/Behavior/Culture] | [Implication] | +| Number affected | [X people] | [Implication] | +| Urgency | [High/Medium/Low] | [Implication] | + +### Stakeholder Groups + +| Group | Impact Level | Change Complexity | Readiness | +|-------|--------------|------------------|-----------| +| [Group 1] | [High/Med/Low] | [High/Med/Low] | [Ready/Resistant/Uncertain] | +| [Group 2] | [High/Med/Low] | [High/Med/Low] | [Ready/Resistant/Uncertain] | +``` + +### Step 2: Change Readiness Analysis + +Apply the Change Readiness framework: + +``` +## Change Readiness Assessment: [Change Initiative] + +### Current State by Element + +| Change Readiness Element | Current State | Gap | Strategy | +|---------------|---------------|-----|----------| +| Awareness | [High/Med/Low] | [Gap] | [Strategy] | +| Desire | [High/Med/Low] | [Gap] | [Strategy] | +| Knowledge | [High/Med/Low] | [Gap] | [Strategy] | +| Ability | [High/Med/Low] | [Gap] | [Strategy] | +| Reinforcement | [High/Med/Low] | [Gap] | [Strategy] | + +### AI/Digital Change Specific Considerations +| Element | AI-Specific Considerations | +|---------|---------------------------| +| Awareness | Explain AI role, limitations, and human-AI collaboration | +| Desire | Address job security concerns, highlight new opportunities | +| Knowledge | Technical training + interpretability training | +| Ability | Hands-on practice with AI tools, sandbox environments | +| Reinforcement | AI performance monitoring, continuous learning loops | +``` + +### Step 3: Communication Strategy + +Develop targeted communications: + +``` +## Communication Strategy + +### Key Messages by Audience + +| Audience | Core Message | Channel | Frequency | Owner | +|----------|--------------|---------|-----------|-------| +| [Audience 1] | [Message] | [Channel] | [Freq] | [Name] | +| [Audience 2] | [Message] | [Channel] | [Freq] | [Name] | + +### Communication Timeline + +| Phase | Message | Audience | Channel | Timing | +|-------|---------|----------|---------|--------| +| Announce | [Message] | All | Town hall | Week 1 | +| Educate | [Details] | Affected | Training | Weeks 2-4 | +| Reinforce | [Updates] | All | Newsletter | Ongoing | +``` + +### Step 4: Training Plan + +Develop learning and enablement: + +``` +## Training Strategy + +### Training Needs + +| Group | Current Skills | Target Skills | Gap | Training Approach | +|-------|----------------|---------------|-----|-------------------| +| [Group] | [Skills] | [Skills] | [Gap] | [Approach] | + +### Training Delivery + +| Training | Format | Duration | Audience | Start | +|----------|--------|----------|---------|-------| +| [Training 1] | [Format] | [Time] | [Audience] | [Date] | +| [Training 2] | [Format] | [Time] | [Audience] | [Date] | +``` + +## Output Format + +Generate a complete change management plan: + +``` +# Change Management Plan: [Initiative] + +## Executive Summary +[Overview of change scope and approach] + +## Change Impact Assessment +[Scope and stakeholder analysis] + +## Change Readiness Strategy +[Approach for each Change Readiness element] + +## Communication Plan +[Messaging and channel strategy] + +## Training Plan +[Learning and enablement approach] + +## Resistance Management +[Proactive resistance handling] + +## Reinforcement Strategy +[Sustaining change] +``` + +## Notes + +- Change management is not optional — it's integral to implementation +- Start early — change takes time +- One size doesn't fit all — customize by stakeholder +- Address resistance proactively — it won't resolve itself +- Measure change adoption — track leading indicators +- Celebrate wins — reinforcement matters +- For AI initiatives, explicitly address workforce concerns about automation +- Include AI governance and ethics in training for digital transformations +- Use digital channels (Slack, Teams, intranet) for real-time change communication +- Track adoption metrics through digital tools and usage analytics +- Build feedback loops for continuous improvement of change approach diff --git a/management-consulting/commands/discovery.md b/management-consulting/commands/discovery.md new file mode 100644 index 0000000..c452f02 --- /dev/null +++ b/management-consulting/commands/discovery.md @@ -0,0 +1,243 @@ +--- +description: Conduct discovery phase with stakeholder interviews, data gathering, and current state assessment +argument-hint: " " +--- + +# /discovery -- Discovery and Current State Assessment + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Execute a comprehensive discovery phase to understand the current state, gather requirements, and build the foundation for analysis and recommendations. + +## Invocation + +``` +/discovery [project name] [focus area] +``` + +If parameters are not provided, ask for: +- Project/engagement name +- Discovery focus areas (operations, organization, technology, etc.) +- Stakeholder list +- Available data sources + +## Workflow + +### Step 1: Plan Discovery Activities + +Design the discovery approach: + +``` +## Discovery Plan + +### Objectives +1. [Objective 1: understand current state] +2. [Objective 2: identify pain points] +3. [Objective 3: gather requirements] +4. [Objective 4: build stakeholder alignment] + +### Methods + +| Method | Purpose | Participants | Timing | +|--------|---------|--------------|--------| +| Executive interviews | Strategic context | C-suite | Week 1 | +| Working sessions | Detailed requirements | Middle management | Week 1-2 | +| Data review | Quantitative baseline | N/A | Week 1-2 | +| Process observation | Workflow understanding | Operations | Week 2 | +| Survey | Broad feedback | Organization | Week 2 | + +### Data Sources + +| Source | What we'll gather | Owner | +|--------|-------------------|-------| +| [Source 1] | [Data type] | [Contact] | +| [Source 2] | [Data type] | [Contact] | +``` + +### Step 2: Design Interview Guides + +Create structured interview guides: + +#### Executive Interview Guide + +``` +## Executive Interview Guide + +### Introduction (5 min) +- Thank participant +- Explain purpose and process +- Confirm confidentiality + +### Strategic Context (15 min) +1. What is your vision for [area] over the next [X] years? +2. What are the biggest challenges preventing you from achieving this? +3. How does [project] fit into your strategic priorities? +4. What does success look like for this initiative? + +### Current State (15 min) +5. How would you describe the current state of [area]? +6. What processes or capabilities work well? +7. What are the most significant pain points? +8. What has been tried before? What worked/didn't? + +### Stakeholder & Organization (10 min) +9. Who are the key stakeholders for this initiative? +10. What organizational changes might be needed? +11. What concerns or resistance might we encounter? + +### Closing (5 min) +12. What questions should we be asking that we haven't? +13. Is there anyone else we should speak with? +14. Any documents or data you'd recommend we review? +``` + +#### Process Interview Guide + +``` +## Process Interview Guide + +### Process Overview +1. Walk me through how [process] works today +2. What are the key steps and hand-offs? +3. Who is involved at each stage? + +### Pain Points +4. Where does the most time get spent? +5. Where do errors or rework happen most often? +6. What constraints or bottlenecks exist? + +### Requirements +7. What would the "ideal" process look like? +8. What capabilities are must-haves vs. nice-to-haves? +9. What systems or tools are critical? + +### Volume & Metrics +10. How many [transactions/cases] per period? +11. What are current cycle times? +12. What metrics are tracked today? +``` + +### Step 3: Execute Data Gathering + +Structure data collection: + +``` +## Data Request List + +### Financial Data +- [Data type 1] +- [Data type 2] + +### Operational Data +- [Data type 1] +- [Data type 2] + +### Organizational Data +- [Data type 1] +- [Data type 2] + +### External Data +- [Data type 1] +- [Data type 2] + +### Data Templates +If needed, create templates for: +- Financial summary +- Process inventory +- Organizational chart +- Technology inventory +``` + +### Step 4: Synthesize Findings + +Create discovery output: + +``` +# Discovery Summary: [Project Name] + +## Executive Summary +[2-3 paragraphs on what we learned and the implications] + +## Current State Assessment + +### Strengths +- [What works well 1] +- [What works well 2] + +### Pain Points +- [Pain point 1: impact and root cause] +- [Pain point 2: impact and root cause] + +### Opportunities +- [Opportunity 1] +- [Opportunity 2] + +## Stakeholder Perspectives + +| Stakeholder Group | Priorities | Concerns | Influence | +|-------------------|-----------|----------|-----------| +| [Group 1] | [Priorities] | [Concerns] | [High/Med/Low] | +| [Group 2] | [Priorities] | [Concerns] | [High/Med/Low] | + +## Key Findings + +### Finding 1: [Title] +**Evidence**: [Interview quote / data point] +**Implication**: [What this means for the project] + +### Finding 2: [Title] +[...] + +## Data Analysis + +### Quantitative Highlights +| Metric | Current State | Industry Benchmark | Gap | +|--------|---------------|-------------------|-----| +| [Metric 1] | [Value] | [Benchmark] | [Gap] | +| [Metric 2] | [Value] | [Benchmark] | [Gap] | + +## Initial Hypotheses + +Based on discovery, we hypothesize: +1. [Hypothesis 1] +2. [Hypothesis 2] +3. [Hypothesis 3] + +## Risks & Issues Identified +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | + +## Recommendations for Next Phase +[What we should focus on in analysis and recommendations] +``` + +## Output Format + +Generate: + +1. **Discovery Plan** — Activities, timeline, participants +2. **Interview Guides** — Structured questions for each stakeholder level +3. **Data Request** — List of needed data with owners +4. **Discovery Summary** — Synthesized findings and implications + +After generating, ask: + +> "Would you like me to: +> - Create specific interview guides for different stakeholder levels? +> - Develop a data collection template? +> - Build a stakeholder mapping matrix? +> - Synthesize specific interview findings into themes?" + +## Notes + +- Discovery is about UNDERSTANDING, not jumping to solutions +- Interview more people than you think you need to — breadth matters +- Cross-validate findings — don't take one person's word +- Look for patterns across stakeholders — triangulate perspectives +- Follow the "ask one thoughtful question, listen deeply, then follow-up" approach — avoid rapid-fire questioning +- Share interview plan with client's main contact in advance for better preparation +- Focus on root causes, not just symptoms — ask "why" multiple times +- Document assumptions explicitly and update throughout +- Flag gaps early — don't wait until analysis phase to identify missing information +- Keep discovery outputs living — they'll evolve as you learn more diff --git a/management-consulting/commands/due-diligence.md b/management-consulting/commands/due-diligence.md new file mode 100644 index 0000000..10d3e8b --- /dev/null +++ b/management-consulting/commands/due-diligence.md @@ -0,0 +1,255 @@ +--- +description: Conduct commercial, operational, or strategic due diligence for M&A or investment decisions +argument-hint: " " +--- + +# /due-diligence -- Due Diligence + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Execute comprehensive due diligence to assess investment opportunities. Supports commercial, operational, and strategic due diligence for M&A, private equity, or strategic investments. + +## Invocation + +``` +/due-diligence [target company] [due diligence type] +``` + +If parameters not provided, ask for: +- Target company/organization +- Type of due diligence (commercial, operational, strategic) +- Deal context (acquisition, investment, partnership) +- Available data sources + +## Workflow + +### Step 1: Define Due Diligence Scope + +Determine the focus area: + +| DD Type | Focus | Key Questions | +|---------|-------|---------------| +| Commercial | Market position, customers, growth | Can we win? | +| Operational | Processes, systems, efficiency | Can we run it? | +| Strategic | Fit with strategy | Should we do it? | +| Financial | Historical performance, projections | Is it real? | +| Technical | Technology, IP | Is it viable? | + +### Step 2: Commercial Due Diligence + +For market and customer assessment: + +``` +## Commercial Due Diligence: [Target Company] + +### Market Position +- **Market share**: [X]% +- **Share trend**: [Growing/Stable/Declining] +- **Competitive position**: [Leader/Challenger/Niche] + +### Revenue Analysis +| Revenue Stream | % of Total | Growth | Sustainability | +|----------------|------------|--------|----------------| +| [Stream 1] | X% | X% | [High/Med/Low] | +| [Stream 2] | X% | X% | [High/Med/Low] | + +### Customer Analysis +| Metric | Value | Assessment | +|--------|-------|------------| +| # Customers | X | | +| Top 10 concentration | X% | [High/Med/Low risk] | +| Retention rate | X% | [Strong/Weak] | +| NPS/CSAT | X | [Strong/Weak] | + +### Customer Deep Dive +| Customer | Revenue | Contract Terms | Renewal History | +|----------|---------|----------------|-----------------| +| [Customer 1] | $X | [Terms] | [History] | +| [Customer 2] | $X | [Terms] | [History] | + +### Growth Sustainability +- **Historical growth**: [X]% CAGR +- **Growth drivers**: [What drove growth] +- **Future growth**: [Can it continue?] + +### Market Opportunity +- **TAM**: $XXB +- **SAM**: $XXB +- **SOM**: $XXB +- **Growth rate**: X% CAGR + +### Key Findings & Risks +| Finding | Impact | Mitigant | +|---------|--------|----------| +| [Finding 1] | [H/M/L] | [Mitigant] | +| [Finding 2] | [H/M/L] | [Mitigant] | +``` + +### Step 3: Operational Due Diligence + +For process and efficiency assessment: + +``` +## Operational Due Diligence: [Target Company] + +### Operational Performance +| Metric | Target | Actual | Gap | +|--------|--------|--------|-----| +| [Metric 1] | [Benchmark] | [Actual] | [Gap] | +| [Metric 2] | [Benchmark] | [Actual] | [Gap] | + +### Process Assessment +| Process | Efficiency | Scalability | Assessment | +|---------|------------|--------------|------------| +| [Process 1] | [H/M/L] | [H/M/L] | [Assessment] | +| [Process 2] | [H/M/L] | [H/M/L] | [Assessment] | + +### Technology Assessment +| System | Criticality | Health | Investment Needed | +|--------|-------------|--------|-------------------| +| [System 1] | [High] | [Good/Poor] | [High/Med/Low] | +| [System 2] | [Medium] | [Good/Poor] | [High/Med/Low] | + +### Organizational Assessment +| Dimension | Assessment | Notes | +|-----------|------------|-------| +| Headcount | [Appropriate/Over/Under] | | +| Skill levels | [Assessment] | | +| Key person risk | [High/Med/Low] | | +| Culture | [Assessment] | | + +### Cost Structure +| Cost Category | % Revenue | Benchmark | Assessment | +|---------------|-----------|-----------|------------| +| COGS | X% | X% | [High/Low] | +| Opex | X% | X% | [High/Low] | + +### Operational Risks +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | +``` + +### Step 4: Strategic Due Diligence + +For strategic fit assessment: + +``` +## Strategic Due Diligence: [Target Company] + +### Strategic Fit Assessment + +#### With Acquirer Strategy +| Dimension | Fit | Rationale | +|-----------|-----|-----------| +| [Strategic pillar] | [High/Med/Low] | [Rationale] | +| [Strategic pillar] | [High/Med/Low] | [Rationale] | + +#### Synergy Assessment +| Synergy Type | Potential Value | Realizability | Confidence | +|--------------|------------------|---------------|------------| +| Revenue | $X | [High/Med/Low] | [High/Med/Low] | +| Cost | $X | [High/Med/Low] | [High/Med/Low] | +| Strategic | Qualitative | [High/Med/Low] | [High/Med/Low] | + +### Competitive Positioning +- **Current position**: [Assessment] +- **Post-acquisition position**: [Assessment] +- **Sustainability**: [Assessment] + +### Integration Complexity +| Dimension | Complexity | Notes | +|-----------|------------|-------| +| Technology | [High/Med/Low] | | +| Culture | [High/Med/Low] | | +| Operations | [High/Med/Low] | | +| Customer | [High/Med/Low] | | + +### Strategic Risks +| Risk | Impact | Mitigation | +|------|--------|------------| +| [Risk 1] | [H/M/L] | [Mitigation] | +| [Risk 2] | [H/M/L] | [Mitigation] | +``` + +### Step 5: Investment Recommendation + +Synthesize findings: + +``` +## Due Diligence Summary: [Target Company] + +### Investment Thesis +[What makes this investment attractive] + +### Key Findings + +#### Strengths +- [Strength 1] +- [Strength 2] + +#### Concerns +- [Concern 1] +- [Concern 2] + +### Risk Assessment +| Category | Risk Level | Key Risks | +|----------|------------|-----------| +| Commercial | [H/M/L] | [Risks] | +| Operational | [H/M/L] | [Risks] | +| Strategic | [H/M/L] | [Risks] | + +### Valuation Implications +- **Pre-deal valuation**: $XX +- **Adjustments for findings**: [+$X/-$X] +- **Adjusted valuation**: $XX + +### Recommendation + +| Factor | Assessment | Weight | Score | +|--------|------------|--------|-------| +| Market | [Strong/Weak] | X% | [Score] | +| Business | [Strong/Weak] | X% | [Score] | +| Operations | [Strong/Weak] | X% | [Score] | +| Strategic | [Strong/Weak] | X% | [Score] | +| **Total** | | **100%** | **[X/100]** | + +**Recommendation**: [PROCEED / PROCEED WITH CAUTION / DO NOT PROCEED] + +### Conditions Precedent +- [Condition 1] +- [Condition 2] +``` + +## Output Format + +Generate: + +1. **Executive Summary** — Key findings and recommendation +2. **Due Diligence Report** — Detailed findings by area +3. **Risk Register** — Key risks with mitigants +4. **Valuation Adjustments** — Impact on value +5. **Investment Memo** — Go/No-Go recommendation + +After generating, ask: + +> "Would you like me to: +> - Deep-dive on a specific due diligence area? +> - Build a detailed financial model? +> - Develop integration playbooks? +> - Create a post-deal value creation plan?" + +## Notes + +- Due diligence is about CONFIRMING, not just finding — validate assumptions +- Red flags are opportunities to NEGOTIATE, not always walk away +- Look for surprises — what would change your recommendation? +- Connect findings to valuation and deal terms +- Document everything — legal implications +- Don't over-rely on management representations +- Talk to customers and suppliers if possible +- Consider "ask" vs. "tell" — what can they tell you vs. what won't they tell you +- Include talent/culture due diligence — key value creation lever in PE +- Use AI and data analytics for pattern recognition in large data sets +- Cross-functional approach essential — commercial, operational, financial, tech, talent diff --git a/management-consulting/commands/financial-analysis.md b/management-consulting/commands/financial-analysis.md new file mode 100644 index 0000000..4778fc9 --- /dev/null +++ b/management-consulting/commands/financial-analysis.md @@ -0,0 +1,262 @@ +--- +description: Build financial models including ROI analysis, business case financials, DCF, and scenario analysis +argument-hint: " " +--- + +# /financial-analysis -- Financial Analysis and Modeling + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Build comprehensive financial models for investment decisions, business cases, and strategic recommendations. Supports ROI, NPV, IRR, DCF, and scenario analysis. + +## Invocation + +``` +/financial-analysis [analysis type] [context] +``` + +If parameters not provided, ask for: +- Type of analysis (ROI, business case, DCF, valuation) +- Investment/project context +- Available financial data +- Key assumptions + +## Workflow + +### Step 1: Define Analysis Type + +Select appropriate financial analysis: + +| Analysis Type | Use Case | Key Outputs | +|---------------|----------|-------------| +| ROI Analysis | Quick investment assessment | Return %, Payback | +| Business Case | Comprehensive investment case | NPV, IRR, Payback | +| DCF Valuation | Company/business valuation | Enterprise value | +| Scenario Analysis | Risk assessment | Best/Base/Worst case | +| Break-even | Volume analysis | Break-even point | + +### Step 2: ROI Analysis + +For quick investment assessment: + +``` +## ROI Analysis: [Investment/Project] + +### Investment Summary +| Component | Amount | +|-----------|--------| +| Initial investment | $XX | +| Ongoing investment | $XX/year | +| Project life | X years | + +### Benefits +| Benefit | Year 1 | Year 2 | Year 3 | Total | +|---------|--------|--------|--------|-------| +| [Benefit 1] | $X | $X | $X | $X | +| [Benefit 2] | $X | $X | $X | $X | +| **Total Benefits** | **$X** | **$X** | **$X** | **$X** | + +### Return Metrics +| Metric | Value | Benchmark | Assessment | +|--------|-------|-----------|------------| +| Simple ROI | [X]% | [Y]% | [Acceptable/Strong] | +| Payback Period | [X] years | [Y] years | [Acceptable/Strong] | +| NPV | $X | >0 | [Positive/Negative] | +| IRR | [X]% | [Cost of capital] | [Above/Below] | + +### Sensitivity +| Variable | -10% Impact | +10% Impact | +|----------|--------------|-------------| +| [Variable 1] | [NPV impact] | [NPV impact] | +| [Variable 2] | [NPV impact] | [NPV impact] | +``` + +### Step 3: Business Case Development + +For comprehensive investment cases: + +``` +## Business Case: [Investment/Project] + +### Executive Summary +[2-3 sentences on the investment and recommendation] + +### Problem Statement +[What problem does this investment solve?] + +### Recommended Solution +[What are we investing in?] + +### Financial Summary +| Metric | Value | +|--------|-------| +| Total Investment | $XX | +| NPV (Base case) | $XX | +| IRR | XX% | +| Payback Period | X years | +| ROI | XX% | + +### Investment Details +| Cost Category | Year 0 | Year 1 | Year 2 | Year 3 | Total | +|---------------|--------|--------|--------|--------|-------| +| Capital costs | $X | $X | $X | $X | $X | +| Implementation | $X | $X | $X | $X | $X | +| Ongoing Opex | | $X | $X | $X | $X | +| **Total** | **$X** | **$X** | **$X** | **$X** | **$X** | + +### Benefit Projections +| Benefit | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Total | +|---------|--------|--------|--------|--------|--------|-------| +| Revenue growth | $X | $X | $X | $X | $X | $X | +| Cost reduction | $X | $X | $X | $X | $X | $X | +| Risk mitigation | $X | $X | $X | $X | $X | $X | +| **Total** | **$X** | **$X** | **$X** | **$X** | **$X** | **$X** | + +### Cash Flow Analysis +| Year | Cash Flow | Discount Factor | PV | +|------|-----------|-----------------|-----| +| 0 | ($X) | 1.000 | ($X) | +| 1 | $X | 0.909 | $X | +| 2 | $X | 0.826 | $X | +| 3 | $X | 0.751 | $X | +| 4 | $X | 0.683 | $X | +| 5 | $X | 0.621 | $X | +| **NPV** | | | **$X** | + +### Assumptions +- [Assumption 1] +- [Assumption 2] +- [Discount rate: X%] +- [Analysis period: X years] + +### Sensitivity Analysis +| Scenario | NPV | IRR | Assessment | +|----------|-----|-----|-----------| +| Upside | $X | X% | | +| Base case | $X | X% | | +| Downside | $X | X% | | + +### Risks and Mitigations +| Risk | Impact | Likelihood | Mitigation | +|------|--------|-------------|------------| +| [Risk 1] | $X | [H/M/L] | [Mitigation] | +| [Risk 2] | $X | [H/M/L] | [Mitigation] | + +### Recommendation +[Go/No-Go recommendation with rationale] +``` + +### Step 4: DCF Valuation (if applicable) + +For business/company valuation: + +``` +## DCF Valuation: [Business/Asset] + +### Valuation Summary +| Method | Value | +|--------|-------| +| DCF (Base) | $XX | +| Terminal Value | $XX | +| Enterprise Value | $XX | +| Equity Value | $XX | +| Value per share | $XX | + +### Revenue Projections +| Year | Revenue | Growth | EBITDA | Margin | +|------|---------|--------|--------|--------| +| Current | $X | - | $X | X% | +| Year 1 | $X | X% | $X | X% | +| Year 2 | $X | X% | $X | X% | +| Year 3 | $X | X% | $X | X% | +| Year 4 | $X | X% | $X | X% | +| Year 5 | $X | X% | $X | X% | + +### Terminal Value +- **Method**: [Gordon Growth / Exit Multiple] +- **Terminal growth rate**: X% +- **Exit multiple**: Xx EBITDA +- **Terminal value**: $XX + +### WACC Calculation +| Component | Weight | Cost | WACC Contrib | +|-----------|--------|------|--------------| +| Debt | X% | X% | X% | +| Equity | X% | X% | X% | +| **WACC** | | | **X%** | + +### Valuation Sensitivity +| | Terminal Growth -1% | Base | Terminal Growth +1% | +|---|---|---|---| +| WACC -1% | $XX | $XX | $XX | +| Base WACC | $XX | $XX | $XX | +| WACC +1% | $XX | $XX | $XX | +``` + +### Step 5: Scenario Analysis + +For risk assessment: + +``` +## Scenario Analysis: [Investment/Project] + +### Scenario Definitions +| Scenario | Description | Probability | +|----------|-------------|-------------| +| Upside | [Optimistic assumptions] | X% | +| Base | [Most likely assumptions] | X% | +| Downside | [Conservative assumptions] | X% | + +### Scenario Comparison +| Metric | Upside | Base | Downside | +|--------|--------|------|----------| +| Revenue | $X | $X | $X | +| Costs | $X | $X | $X | +| NPV | $X | $X | $X | +| IRR | X% | X% | X% | +| Payback | X yrs | X yrs | X yrs | + +### Probability-Weighted +| Scenario | NPV | Probability | Weighted NPV | +|----------|-----|-------------|--------------| +| Upside | $X | X% | $X | +| Base | $X | X% | $X | +| Downside | $X | X% | $X | +| **Expected NPV** | | | **$X** | + +### Break-even Analysis +- **Break-even revenue**: $X +- **Break-even volume**: X units +- **Margin of safety**: X% +``` + +## Output Format + +Generate: + +1. **Analysis Summary** — Key metrics and recommendation +2. **Financial Model** — Detailed projections +3. **Sensitivity Analysis** — What affects outcomes most +4. **Risk Assessment** — Scenario analysis +5. **Recommendation** — Go/No-Go with rationale + +After generating, ask: + +> "Would you like me to: +> - Build a detailed Excel model? +> - Run additional scenarios? +> - Develop alternative funding options? +> - Create an investment memo for stakeholders?" + +## Notes + +- Always show your assumptions — financial models are only as good as their inputs +- Perform sensitivity analysis — know what drives value +- Scenario analysis is essential, not optional +- Connect financial analysis to strategic rationale +- Use appropriate discount rates — cost of capital matters +- Be conservative with assumptions — avoid over-optimism on growth rates and cost savings +- Be realistic about benefits — "stretch goals" aren't baseline +- Consider tax and financing impacts +- Document caveats and limitations explicitly +- Use probability-weighted scenarios to capture uncertainty diff --git a/management-consulting/commands/framework-apply.md b/management-consulting/commands/framework-apply.md new file mode 100644 index 0000000..1712a95 --- /dev/null +++ b/management-consulting/commands/framework-apply.md @@ -0,0 +1,230 @@ +--- +description: Apply strategic frameworks including 7S, Growth-Share Matrix, Five Forces, SWOT, PESTLE, and others +argument-hint: " " +--- + +# /framework-apply -- Strategic Framework Application + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Apply proven strategic frameworks to structure analysis and develop insights. Includes 20+ frameworks for organizational analysis, portfolio strategy, competitive positioning, and growth planning. + +## Invocation + +``` +/framework-apply [framework name] [situation context] +``` + +If parameters are not provided, ask for: +- Framework to apply (or let recommend based on context) +- Situation/company context +- Available data or key questions + +## Workflow + +### Step 1: Select Appropriate Framework + +Based on the question asked, recommend the best framework: + +| Question Type | Recommended Frameworks | +|---------------|----------------------| +| "How is our organization aligned?" | 7S Framework | +| "How should we allocate resources?" | Growth-Share Matrix, GE Matrix | +| "How competitive is our industry?" | Five Forces Analysis | +| "What are our strengths and weaknesses?" | SWOT Analysis | +| "What external factors affect us?" | PESTLE | +| "How do we grow?" | Ansoff Matrix | +| "How do we create value?" | Value Chain | +| "What is our competitive strategy?" | Competitive Positioning Framework | +| "How do we measure performance?" | Balanced Scorecard | +| "What is our business model?" | Business Model Canvas | + +### Step 2: Apply the Selected Framework + +#### 7S Framework + +``` +## 7S Analysis: [Organization] + +### Framework Overview +Seven internal elements that must be aligned for organizational effectiveness: + +| Element | Description | Current State | Target State | Gap | +|---------|-------------|---------------|--------------|-----| +| Strategy | How we compete | [Current] | [Target] | [Gap] | +| Structure | Organizational design | [Current] | [Target] | [Gap] | +| Systems | Processes and IT | [Current] | [Target] | [Gap] | +| Shared Values | Culture and norms | [Current] | [Target] | [Gap] | +| Style | Leadership approach | [Current] | [Target] | [Gap] | +| Staff | People and capabilities | [Current] | [Target] | [Gap] | +| Skills | Core competencies | [Current] | [Target] | [Gap] | + +### Insights +- [Key alignment insight 1] +- [Key alignment insight 2] +- [Recommendations to close gaps] +``` + +#### Growth-Share Matrix + +``` +## Growth-Share Matrix: [Portfolio] + +### Framework Overview +Categorizes business units based on market growth and relative market share: + +| Business Unit | Market Growth | Relative Share | Quadrant | Strategy | +|---------------|---------------|----------------|----------|----------| +| [Unit 1] | [High/Low] | [High/Low] | [Star/Cash Cow/Question Mark/Dog] | [Strategy] | +| [Unit 2] | [High/Low] | [High/Low] | [...] | [...] | + +### Portfolio Implications +- **Stars**: [Invest to grow] +- **Cash Cows**: [Harvest profits] +- **Question Marks**: [Invest or divest] +- **Dogs**: [Divest or liquidate] + +### Recommendations +- [Portfolio rebalancing recommendation] +``` + +#### Five Forces Analysis + +``` +## Five Forces Analysis: [Industry] + +### Framework Overview +Analyzes competitive intensity and profitability of an industry: + +| Force | Strength | Key Factors | Implications | +|-------|----------|-------------|--------------| +| Threat of New Entrants | [H/M/L] | [Barriers to entry] | [Impact on profitability] | +| Bargaining Power of Buyers | [H/M/L] | [Buyer concentration] | [Impact on pricing] | +| Bargaining Power of Suppliers | [H/M/L] | [Supplier concentration] | [Impact on costs] | +| Threat of Substitutes | [H/M/L] | [Substitute availability] | [Impact on demand] | +| Competitive Rivalry | [H/M/L] | [Number of competitors] | [Impact on margins] | + +### Industry Attractiveness +[Overall assessment of industry profitability] + +### Strategic Implications +- [How to compete in this industry] +- [Where to position] +``` + +#### SWOT Analysis + +``` +## SWOT Analysis: [Organization/Opportunity] + +### Strengths (Internal, Positive) +| Strength | Impact | Sustainability | +|----------|--------|----------------| +| [S1] | [High/Med] | [High/Med] | +| [S2] | [High/Med] | [High/Med] | + +### Weaknesses (Internal, Negative) +| Weakness | Impact | Remediation | +|----------|--------|-------------| +| [W1] | [High/Med] | [How to address] | +| [W2] | [High/Med] | [How to address] | + +### Opportunities (External, Positive) +| Opportunity | Attractiveness | Probability | +|-------------|----------------|-------------| +| [O1] | [High/Med] | [High/Med] | +| [O2] | [High/Med] | [High/Med] | + +### Threats (External, Negative) +| Threat | Likelihood | Impact | Mitigation | +|--------|------------|--------|------------| +| [T1] | [High/Med] | [High/Med] | [Response] | +| [T2] | [High/Med] | [High/Med] | [Response] | + +### Strategic Implications +- [SO strategies: leverage strengths to capture opportunities] +- [WO strategies: address weaknesses to pursue opportunities] +- [ST strategies: use strengths to mitigate threats] +- [WT strategies: minimize weaknesses to avoid threats] +``` + +#### PESTLE Analysis + +``` +## PESTLE Analysis: [Industry/Market] + +### Framework Overview +Analyzes external factors affecting the organization: + +| Factor | Trend | Impact | Timeframe | +|--------|-------|--------|-----------| +| **Political** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | +| **Economic** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | +| **Social** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | +| **Technological** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | +| **Legal** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | +| **Environmental** | | | | +| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | + +### Key Trends +1. [Most significant trend] +2. [Second significant trend] + +### Strategic Implications +- [How to respond to trends] +``` + +### Step 3: Synthesize Insights + +After framework application: + +``` +## Framework Analysis Summary + +### Key Insights +1. [Insight from framework 1] +2. [Insight from framework 2] +3. [Cross-cutting insight] + +### Implications for [Client] +- [Strategic implication 1] +- [Strategic implication 2] + +### Recommended Next Steps +- [Next analysis needed] +- [Preliminary recommendation] +``` + +## Output Format + +Generate: + +1. **Framework Explanation** — Brief overview of the framework +2. **Completed Analysis** — Structured framework output +3. **Key Insights** — What the analysis reveals +4. **Strategic Implications** — What to do with insights + +After generating, ask: + +> "Would you like me to: +> - Apply a different framework to this situation? +> - Combine multiple frameworks for deeper analysis? +> - Develop recommendations based on the framework output? +> - Create a visual representation of the analysis?" + +## Notes + +- Frameworks are TOOLS, not answers — use them to structure thinking +- Select framework based on the QUESTION, not the other way around +- Combine frameworks for richer analysis (e.g., SWOT + PESTLE) +- Customize framework elements to your specific context +- Don't force data into frameworks — if it doesn't fit, note the gap +- Frameworks should generate INSIGHTS, not just templates filled in +- Apply structured problem decomposition — mutually exclusive, collectively exhaustive +- For digital transformation: consider digital strategy frameworks that address technology adoption, operating model redesign, and capability building +- Modern frameworks increasingly integrate AI/digital considerations into traditional strategy diff --git a/management-consulting/commands/governance-setup.md b/management-consulting/commands/governance-setup.md new file mode 100644 index 0000000..d9d9afc --- /dev/null +++ b/management-consulting/commands/governance-setup.md @@ -0,0 +1,263 @@ +--- +description: Establish project governance including RACI matrix, steering committee, and decision rights +argument-hint: "" +--- + +# /governance-setup -- Project Governance Setup + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Design and establish project governance structures including roles, responsibilities, decision rights, and meeting cadences. Ensures clear accountability and efficient decision-making. + +## Invocation + +``` +/governance-setup [project name] +``` + +If parameters are not provided, ask for: +- Project/engagement name +- Stakeholder list +- Organization structure +- Complexity level + +## Workflow + +### Step 1: Define Governance Structure + +Determine the appropriate governance model: + +``` +## Governance Structure Options + +### Option A: Light (Small project, trusted relationship) +- Project Sponsor + Engagement Manager +- Weekly check-ins +- Minimal formal governance + +### Option B: Standard (Most projects) +- Steering Committee + Working Team +- Monthly steering committee +- Bi-weekly working sessions + +### Option C: Complex (Large transformation, multiple workstreams) +- Executive Sponsor + Program Director +- Steering Committee + Project Boards +- Weekly program review +- Multiple workstream leads +``` + +Recommend a structure based on: +- Project size and complexity +- Number of stakeholders +- Risk level +- Organization culture + +### Step 2: Develop RACI Matrix + +Create detailed responsibility assignment: + +``` +## RACI Matrix: [Project Name] + +### Phase 1: Discovery + +| Activity | Sponsor | Project Lead | Engagement Manager | Analyst | Client Team | +|----------|---------|--------------|--------------------|---------|--------------| +| Conduct interviews | I | A | R | C | C | +| Gather data | I | A | R | R | C | +| Synthesize findings | I | A | R | C | I | +| Review current state | I | C | A | R | C | + +### Phase 2: Analysis + +| Activity | Sponsor | Project Lead | Engagement Manager | Analyst | Client Team | +|----------|---------|--------------|--------------------|---------|--------------| +| Framework application | I | C | A | R | C | +| Financial modeling | I | C | A | R | C | +| Options development | I | A | R | C | C | + +### Phase 3: Recommendations + +| Activity | Sponsor | Project Lead | Engagement Manager | Analyst | Client Team | +|----------|---------|--------------|--------------------|---------|--------------| +| Strategy development | A | C | R | C | C | +| Business case | A | C | R | C | C | +| Executive presentation | A | C | R | C | I | + +### Key +- **R** = Responsible (does the work) +- **A** = Accountable (final decision authority) +- **C** = Consulted (provides input) +- **I** = Informed (kept updated) +``` + +### Step 3: Define Decision Rights + +Clarify decision authority: + +``` +## Decision Rights Matrix + +| Decision Type | Decider | Input Required | Process | +|---------------|---------|----------------|---------| +| Scope changes | Sponsor | EM, Client Lead | Change request | +| Methodology | EM | Analyst | Team decision | +| Deliverable content | EM | Client Lead | Review & approve | +| Timeline adjustments | EM | Sponsor | Notification | +| Budget reallocation | Sponsor | EM | Approval required | +| Resource changes | EM | HR/PMO | Coordination | +| Go/no-go recommendations | EM | Team | Team consensus | + +### Escalation Path + +| Issue Type | First Escalation | Second Escalation | Timeline | +|------------|-------------------|-------------------|----------| +| Technical | EM → Client Lead | Sponsor | 48 hours | +| Schedule | EM → Sponsor | Steering Committee | 24 hours | +| Budget | EM → Sponsor | Finance | 24 hours | +| Strategic | Sponsor → Steering Committee | Board | Immediate | +``` + +### Step 4: Establish Meeting Cadence + +Define meeting structure: + +``` +## Meeting Cadence + +### Steering Committee +- **Frequency**: Monthly +- **Duration**: 60-90 minutes +- **Attendees**: Sponsor, Client Exec, Partner, EM +- **Purpose**: Strategic direction, major decisions, risk review +- **Agenda**: + - Status overview (5 min) + - Key decisions needed (15 min) + - Deep dive topic (30 min) + - Risks and issues (15 min) + - Next steps (5 min) + +### Project Team +- **Frequency**: Weekly +- **Duration**: 60 minutes +- **Attendees**: EM, Analysts, Client Lead +- **Purpose**: Work coordination, progress, blockers +- **Agenda**: + - Quick wins/blockers (10 min) + - Workstream updates (30 min) + - Decisions needed (10 min) + - Next week planning (10 min) + +### Working Sessions +- **Frequency**: 2-3x per week as needed +- **Duration**: 60-90 minutes +- **Attendees**: As needed for specific work +- **Purpose**: Analysis, draft development, problem-solving + +### Status Updates +- **Frequency**: Bi-weekly +- **Format**: Written report +- **Distribution**: Extended stakeholders +``` + +### Step 5: Create Governance Charter + +Document the complete governance structure: + +``` +# Project Governance Charter + +## 1. Governance Overview + +### Purpose +[Why governance matters for this project] + +### Principles +- Clear decision authority +- Efficient escalation +- Appropriate oversight +- Stakeholder alignment + +## 2. Roles & Responsibilities + +### Executive Sponsor +- **Name**: [Name] +- **Organization**: [Org] +- **Responsibilities**: + - Strategic direction + - Budget authority + - Escalation point + - Stakeholder alignment + +### Project Lead +- **Name**: [Name] +- **Organization**: [Org] +- **Responsibilities**: + - Day-to-day oversight + - Client relationship + - Deliverable quality + +### Engagement Manager +- **Name**: [Name] +- **Organization**: [Firm] +- **Responsibilities**: + - Work management + - Team leadership + - Quality assurance + +[Continue for all roles] + +## 3. RACI Matrix +[Full RACI as developed above] + +## 4. Decision Rights +[Decision matrix as developed above] + +## 5. Meeting Cadence +[Meeting schedule as developed above] + +## 6. Communication Protocols + +### Status Reporting +- **Format**: [Report template] +- **Frequency**: Bi-weekly +- **Distribution**: [List] + +### Escalation +- **Process**: [How to escalate] +- **Timeline**: [Response expectations] + +### Documentation +- **Where**: [Location] +- **Version control**: [Convention] +``` + +## Output Format + +Generate: + +1. **Governance Structure Recommendation** — Based on project complexity +2. **RACI Matrix** — Detailed responsibility assignment +3. **Decision Rights Matrix** — Authority clarity +4. **Meeting Cadence** — Schedule and agenda templates +5. **Governance Charter** — Complete documentation + +After generating, ask: + +> "Would you like me to: +> - Adjust the governance for different complexity levels? +> - Create specific meeting agendas? +> - Develop RACI for additional workstreams? +> - Add decision logging templates?" + +## Notes + +- Governance should enable, not slow down — right-size to project complexity +- "One A per activity" rule — multiple Accountables create confusion +- Document explicitly — verbal agreements fade +- Get sign-off on decision rights early — before issues arise +- Review and adjust governance as project evolves +- Keep sponsor engaged but not overwhelmed — protect their time +- Escalation paths should be clear BEFORE they're needed +- Start with key processes in RACI — don't overcomplicate with every task diff --git a/management-consulting/commands/implementation-plan.md b/management-consulting/commands/implementation-plan.md new file mode 100644 index 0000000..3c8b334 --- /dev/null +++ b/management-consulting/commands/implementation-plan.md @@ -0,0 +1,152 @@ +--- +description: Develop detailed implementation plan with workstreams, dependencies, and resource allocation +argument-hint: " " +--- + +# /implementation-plan -- Implementation Planning + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create a detailed implementation plan that translates strategy into actionable execution. Break down initiatives into workstreams, define dependencies, and establish realistic timelines. + +## Invocation + +``` +/implementation-plan [project name] [scope] +``` + +If parameters are not provided, ask for: +- Project or initiative name +- Scope and boundaries +- Available resources +- Strategic objectives + +## Workflow + +### Step 1: Define Workstreams + +Structure the implementation into logical workstreams: + +``` +## Implementation Workstreams + +### Workstream Structure + +| Workstream | Description | Lead | Key Deliverables | +|------------|-------------|------|-----------------| +| [WS 1] | [What it covers] | [Name] | [Deliverables] | +| [WS 2] | [What it covers] | [Name] | [Deliverables] | +| [WS 3] | [What it covers] | [Name] | [Deliverables] | + +### Workstream Dependencies +- [WS 1] must complete before [WS 2] can start +- [WS 3] runs in parallel with [WS 1] +``` + +### Step 2: Develop Detailed Timeline + +Create phase-based timeline with milestones: + +``` +## Implementation Timeline + +### Phase 1: Foundation ([Duration]) +**Objective**: [What we achieve] + +| Milestone | Target | Dependencies | Owner | +|-----------|--------|--------------|-------| +| [M1] | [Date] | [None] | [Name] | +| [M2] | [Date] | [M1] | [Name] | + +### Phase 2: Build ([Duration]) +**Objective**: [What we achieve] + +| Milestone | Target | Dependencies | Owner | +|-----------|--------|--------------|-------| +| [M3] | [Date] | [M2] | [Name] | +| [M4] | [Date] | [M3] | [Name] | + +### Phase 3: Deploy ([Duration]) +**Objective**: [What we achieve] + +| Milestone | Target | Dependencies | Owner | +|-----------|--------|--------------|-------| +| [M5] | [Date] | [M4] | [Name] | +``` + +### Step 3: Resource Allocation + +Define resource requirements by workstream: + +``` +## Resource Requirements + +### Team Requirements + +| Role | Workstream | FTE | Duration | Skills Required | +|------|------------|-----|----------|----------------| +| [Role 1] | [WS 1] | X.X | [Time] | [Skills] | +| [Role 2] | [WS 2] | X.X | [Time] | [Skills] | + +### Budget by Workstream + +| Workstream | Labor | External | Other | Total | +|------------|-------|----------|-------|-------| +| [WS 1] | $[Amount] | $[Amount] | $[Amount] | $[Amount] | +| [WS 2] | $[Amount] | $[Amount] | $[Amount] | $[Amount] | +| **Total** | **$[Amount]** | **$[Amount]** | **$[Amount]** | **$[Amount]** | +``` + +### Step 4: Risk and Contingency + +Identify implementation risks: + +``` +## Implementation Risks + +| Risk | Impact | Probability | Mitigation | Owner | +|------|--------|-------------|------------|-------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | [Name] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | [Name] | + +### Contingency Plans +- [If X happens, we will Y] +- [If A happens, we will B] +``` + +## Output Format + +Generate a comprehensive implementation plan: + +``` +# Implementation Plan: [Project Name] + +## Executive Summary +[2-3 sentence overview] + +## Workstream Overview +[Summary of all workstreams] + +## Detailed Timeline +[Phase-by-phase breakdown] + +## Resource Plan +[Team and budget requirements] + +## Risk Management +[Key risks and mitigations] + +## Governance +[How implementation will be managed and monitored] +``` + +## Notes + +- Break workstreams into activities small enough to track +- Build in contingency for complex implementations +- Identify critical path — what drives the timeline +- Plan for dependencies — what must happen first +- Resource load carefully — avoid over-commitment +- Consider agile/sprint-based approaches for uncertain requirements +- Include change management activities in implementation timeline +- Build in pilot/testing phases before full rollout diff --git a/management-consulting/commands/kickoff.md b/management-consulting/commands/kickoff.md new file mode 100644 index 0000000..b85b2dd --- /dev/null +++ b/management-consulting/commands/kickoff.md @@ -0,0 +1,242 @@ +--- +description: Design and facilitate project kickoff workshop and develop project charter +argument-hint: " " +--- + +# /kickoff -- Project Kickoff + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Design and execute a project kickoff that establishes clear expectations, governance, and working arrangements. Creates the project charter and sets the engagement up for success. + +## Invocation + +``` +/kickoff [project name] [client] +``` + +If parameters are not provided, ask for: +- Project/engagement name +- Client organization +- Key stakeholders +- Engagement scope and objectives + +## Workflow + +### Step 1: Prepare Kickoff Materials + +Before the kickoff meeting, prepare and share with participants in advance: + +1. **Agenda** — Detailed meeting plan shared 24-48 hours ahead +2. **Project Charter Template** — To be completed collaboratively +3. **Stakeholder Map** — Who is involved and their interests +4. **Working Arrangements** — How you'll work together +5. **Expectations Document** — Explicitly outline your expectations of the client +6. **Initial Communication Plan** — How you'll stay aligned + +### Step 2: Design the Kickoff Agenda + +A comprehensive kickoff follows this structure: + +``` +## Kickoff Agenda + +### Part 1: Introduction (15 min) +- Welcome and introductions +- Project purpose and background +- Meeting objectives + +### Part 2: Project Scope (30 min) +- Problem statement +- Scope boundaries +- Success criteria +- Key constraints + +### Part 3: Approach & Plan (30 min) +- Proposed methodology +- Phase structure +- Key milestones +- Timeline overview + +### Part 4: Governance (20 min) +- Team roles +- Governance structure +- Meeting cadence +- Escalation paths + +### Part 5: Working Arrangements (15 min) +- Communication protocols +- Document sharing +- Working styles +- Access requirements + +### Part 6: Next Steps (10 min) +- Action items +- Next meetings +- Open questions +``` + +### Step 3: Develop Project Charter + +Complete the project charter during kickoff: + +``` +# Project Charter: [Project Name] + +## 1. Project Overview + +### Background +[Brief context on why this project exists] + +### Problem Statement +[What problem are we solving?] + +### Objectives +| Objective | Success Metric | +|-----------|----------------| +| [Objective 1] | [How we measure success] | +| [Objective 2] | [How we measure success] | +| [Objective 3] | [How we measure success] | + +## 2. Scope + +### In Scope +- [Deliverable/activity 1] +- [Deliverable/activity 2] + +### Out of Scope +- [Explicit exclusion 1] +- [Explicit exclusion 2] + +## 3. Timeline + +| Milestone | Target Date | +|-----------|-------------| +| [Kickoff] | [Date] | +| [Discovery complete] | [Date] | +| [Analysis complete] | [Date] | +| [Recommendations] | [Date] | +| [Final delivery] | [Date] | + +## 4. Governance + +### Core Team + +| Role | Name | Organization | +|------|------|--------------| +| Project Sponsor | [Name] | [Client] | +| Project Lead | [Name] | [Client] | +| Engagement Manager | [Name] | [Firm] | + +### Steering Committee + +| Member | Role | Responsibility | +|--------|------|----------------| +| [Name] | [Role] | Strategic decisions | + +### Meeting Cadence + +| Meeting | Frequency | Attendees | +|---------|-----------|-----------| +| Steering Committee | Monthly | Sponsor, Partner | +| Project Team | Weekly | Core team | +| Status Update | Bi-weekly | Extended team | + +## 5. Risks & Dependencies + +### Key Risks +| Risk | Impact | Mitigation | +|------|--------|------------| +| [Risk 1] | [H/M/L] | [Mitigation] | +| [Risk 2] | [H/M/L] | [Mitigation] | + +### Dependencies +- [Dependency 1] +- [Dependency 2] + +## 6. Communication Plan + +| Audience | What | How | When | +|----------|------|-----|------| +| Steering Committee | Status, decisions | Meeting, email | Monthly | +| Extended Team | Updates | Email | Weekly | +| Working Team | Details | Slack/Teams | Daily | + +## 7. Sign-Off + +| Role | Name | Date | +|------|------|------| +| Client Sponsor | | | +| Firm Partner | | | +| Engagement Manager | | | +``` + +### Step 4: Facilitate Kickoff Meeting + +Run the kickoff session following modern engagement best practices: + +1. **Set the tone** — Professional, collaborative, outcome-focused +2. **Align on problem** — Ensure shared understanding of the challenge before jumping to solutions +3. **Confirm scope boundaries** — Get explicit agreement on in-scope and out-of-scope +4. **Exchange expectations** — Articulate what you need from the client (access, decisions, resources) and what they can expect from you +5. **Establish governance** — Clear roles, decision rights, and escalation paths +6. **Build relationships** — Personal connections drive engagement success +7. **Address risks early** — Identify potential blockers before they become issues + +### Step 5: Document Working Arrangements + +Capture operational details: + +``` +## Working Arrangements + +### Communication +- **Primary**: [Email/Slack/Teams] +- **Response time**: [X hours] +- **Status updates**: [Bi-weekly/Monthly] + +### Document Sharing +- **Platform**: [SharePoint/Box/Google Drive] +- **Folder structure**: [Link] +- **Version control**: [Convention] + +### Meetings +- **Time zone**: [TZ] +- **Recording**: [Yes/No] +- **Notes**: [Who takes] + +### Access Required +- [System 1] +- [System 2] +- [Data access] +``` + +## Output Format + +Generate: + +1. **Kickoff Agenda** — Detailed meeting plan +2. **Project Charter** — Completed with client input +3. **Stakeholder Map** — Visual or table +4. **Working Arrangements** — Operations document +5. **Communication Plan** — Who gets what, when + +After generating, ask: + +> "Would you like me to: +> - Adjust the charter for different stakeholder levels? +> - Create a more detailed governance structure? +> - Develop RACI matrix for specific workstreams? +> - Set up recurring meeting invites?" + +## Notes + +- Kickoff is about ALIGNMENT, not information dump — focus on shared understanding +- Get buy-in on problem statement before proceeding to solutions +- Confirm YOUR expectations explicitly: access, decision-making timelines, client team availability +- Ensure all decision-makers are present or represented +- Document assumptions explicitly — verbal assumptions become scope disputes +- Set realistic expectations on timeline and scope upfront +- Establish "ground rules" for working together early +- Schedule next meeting before closing kickoff +- Share agenda 24-48 hours in advance for participant preparation diff --git a/management-consulting/commands/market-analysis.md b/management-consulting/commands/market-analysis.md new file mode 100644 index 0000000..7d7fbb6 --- /dev/null +++ b/management-consulting/commands/market-analysis.md @@ -0,0 +1,181 @@ +--- +description: Conduct comprehensive market and competitive analysis including industry research, market sizing, competitive landscape, and positioning. Use when researching new markets, developing strategy, preparing for competitive response, or assessing market opportunity. +argument-hint: " " +--- + +# /market-analysis -- Market and Competitive Analysis + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Conduct integrated market and competitive analysis combining industry research with competitive intelligence. Provides the foundation for strategic recommendations. + +## Invocation + +``` +/market-analysis [industry or market] [focus areas] +``` + +If parameters not provided, ask for: +- Industry or market to analyze +- Geographic scope +- Specific focus (market size, competitive positioning, trends) +- Purpose (strategy, market entry, investment) + +## Workflow + +### Step 1: Define Analysis Scope + +Determine what to analyze: + +``` +## Analysis Scope + +### Market Definition +- Primary sector: [Industry] +- Sub-sectors: [Sub-sector 1], [Sub-sector 2] +- Related sectors: [Related industry] + +### Geographic Scope +- [Global / Regional / Country-specific] + +### Competitive Scope +- Direct competitors: [List] +- Indirect competitors: [List] +- Potential new entrants: [List] + +### Focus Areas +| Area | Priority | Data Sources | +|------|---------|--------------| +| Market sizing | High | Industry reports, company data | +| Competitive analysis | High | Public filings, websites | +| Trends | Medium | Research, news | +| Customer insights | Medium | Reviews, surveys | +``` + +### Step 2: Conduct Market Analysis + +Analyze market dynamics: + +``` +## Market Analysis: [Industry] + +### Market Size +| Metric | Value | Year | Source | +|--------|-------|------|--------| +| TAM | $X | Current | [Report] | +| SAM | $X | Current | [Calculation] | +| SOM | $X | Current | [Estimation] | + +### Growth Trends +| Period | CAGR | Driver | +|--------|------|--------| +| Historical | X% | | +| Forecast | X% | | + +### Market Drivers +| Driver | Impact | Timeline | +|--------|--------|----------| +| [Driver 1] | [High/Med/Low] | [Short/Med/Long] | +| [Driver 2] | [High/Med/Low] | [Short/Med/Long] | + +### Market Constraints +| Constraint | Impact | Mitigation | +|------------|--------|------------| +| [Constraint 1] | | | +``` + +### Step 3: Conduct Competitive Analysis + +Analyze the competitive landscape: + +``` +## Competitive Landscape: [Industry] + +### Competitive Map +| Company | Share | Revenue | Growth | Positioning | +|---------|-------|---------|--------|-------------| +| [Competitor 1] | X% | $X | X% | [Position] | +| [Competitor 2] | X% | $X | X% | [Position] | +| [Target] | X% | $X | X% | [Position] | + +### Competitive Forces +| Force | Strength | Key Factors | +|-------|----------|--------------| +| rivalry | [High/Med/Low] | | +| substitutes | [High/Med/Low] | | +| new entrants | [High/Med/Low] | | +| supplier power | [High/Med/Low] | | +| buyer power | [High/Med/Low] | | + +### Competitive Positioning +| Dimension | Us | Competitor A | Competitor B | +|-----------|----|--------------|---------------| +| Price | [Position] | [Position] | [Position] | +| Quality | [Position] | [Position] | [Position] | +| Reach | [Position] | [Position] | [Position] | +| Innovation | [Position] | [Position] | [Position] | + +### Competitor Profiles +| Aspect | [Competitor 1] | [Competitor 2] | +|--------|----------------|-----------------| +| Strengths | | | +| Weaknesses | | | +| Strategy | | | +| Threats | | | +``` + +### Step 4: Synthesize Insights + +Generate strategic implications: + +``` +## Strategic Implications + +### Market Opportunities +| Opportunity | Size | Timing | Fit | +|-------------|------|--------|-----| +| [Opportunity 1] | $X | [When] | [High/Med/Low] | + +### Market Threats +| Threat | Likelihood | Impact | Mitigation | +|--------|------------|--------|------------| +| [Threat 1] | | | | + +### Competitive Advantages +| Capability | Us | Competitor A | Sustainable? | +|------------|----|--------------|---------------| +| [Capability] | [Yes/No] | [Yes/No] | [Why] | + +### Strategic Recommendations +1. [Recommendation 1] +2. [Recommendation 2] +3. [Recommendation 3] +``` + +## Output Format + +Generate: + +1. **Market Overview** — Size, growth, drivers +2. **Competitive Landscape** — Map, positioning, forces +3. **Opportunity Assessment** — Market gaps, timing +4. **Strategic Implications** — Recommendations + +After generating, ask: + +> "Would you like me to: +> - Deep dive into a specific competitor? +> - Build a SWOT analysis? +> - Develop competitive response scenarios?" + +## Notes + +- Triangulate market size estimates using top-down and bottom-up approaches +- Distinguish between market size (TAM/SAM/SOM) and addressable opportunity +- Competitive analysis should focus on capabilities, not just market share +- Look for emerging competitors, not just established players +- Customer insights are as important as industry data +- Refresh analysis regularly — markets shift faster than reports update +- Use primary research to validate secondary data where possible +- Consider adjacent markets and substitution threats +- Quantify findings wherever possible — specificity builds credibility diff --git a/management-consulting/commands/options-generate.md b/management-consulting/commands/options-generate.md new file mode 100644 index 0000000..551bcaf --- /dev/null +++ b/management-consulting/commands/options-generate.md @@ -0,0 +1,276 @@ +--- +description: Generate and evaluate strategic options using structured decision frameworks +argument-hint: " " +--- + +# /options-generate -- Strategic Options Generation + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Generate, structure, and evaluate strategic options using proven frameworks. Supports decision-making with clear evaluation criteria and recommendations. + +## Invocation + +``` +/options-generate [decision or problem] [number of options] +``` + +If parameters not provided, ask for: +- Strategic decision or problem to solve +- Number of options to generate (typically 3-5) +- Evaluation criteria (or help define) +- Constraints or requirements + +## Workflow + +### Step 1: Define the Decision + +Clarify what needs to be decided using the **DECIDE Framework**: + +``` +## Strategic Decision: [Decision] + +### Problem Statement +[What challenge are we solving?] + +### Current State +[Where we are today] + +### Desired State +[Where we want to be] + +### Constraints +- [Constraint 1] +- [Constraint 2] + +### Success Criteria +| Criterion | Weight | Definition of Success | +|-----------|--------|----------------------| +| [Criterion 1] | X% | [Definition] | +| [Criterion 2] | X% | [Definition] | +| [Criterion 3] | X% | [Definition] | + +### DECIDE Framework Application +- **D**efine the problem: [Clear problem statement] +- **E**xplore alternatives: [Initial options identified] +- **C**hoose the best option: [Selection criteria applied] +- **I**mplement the decision: [Action plan] +- **D**ecide how to measure: [KPIs defined] +- **E**valuate and learn: [Review mechanism] + +### Step 2: Generate Options + +Create differentiated options using **Cynefin Framework** categorization to ensure diverse approaches: + +``` +## Strategic Options + +### Option A: [Name] +**Description**: [What this option entails] + +**Approach**: +- [Key element 1] +- [Key element 2] +- [Key element 3] + +**Pros**: +- [Advantage 1] +- [Advantage 2] + +**Cons**: +- [Disadvantage 1] +- [Disadvantage 2] + +**Resource Requirements**: +- Investment: $[X] +- Timeline: [X months] +- Capabilities: [What's needed] + +**Risk Profile**: [High/Medium/Low] + +**Cynefin Domain**: [Simple/Complicated/Complex/Chaotic] + +--- + +### Option B: [Name] +[Same structure] + +--- + +### Option C: [Name] +[Same structure] + +--- + +### Option D: [Do Nothing / Status Quo] +**Include this option**: Always include as baseline + +**Description**: [What happens if we do nothing] + +**Pros**: +- No investment +- No disruption + +**Cons**: +- [Consequence 1] +- [Consequence 2] +``` + +### Step 3: Evaluate Options + +Apply structured evaluation with data-driven insights: + +``` +## Options Evaluation + +### Scoring Matrix + +| Criterion | Weight | Option A | Option B | Option C | Option D | +|-----------|--------|----------|----------|----------|----------| +| [Criterion 1] | X% | [Score 1-5] | [Score 1-5] | [Score 1-5] | [Score 1-5] | +| [Criterion 2] | X% | [Score 1-5] | [Score 1-5] | [Score 1-5] | [Score 1-5] | +| [Criterion 3] | X% | [Score 1-5] | [Score 1-5] | [Score 1-5] | [Score 1-5] | +| [Criterion 4] | X% | [Score 1-5] | [Score 1-5] | [Score 1-5] | [Score 1-5] | +| **Weighted Score** | **100%** | **X.X** | **X.X** | **X.X** | **X.X** | + +### Evaluation Criteria +| Criterion | Weight Consideration | +|-----------|---------------------| +| Digital Readiness | Weight digital transformation alignment | +| Data Availability | Weight data infrastructure requirements | +| Agility Factor | Weight speed to value and adaptability | +| Sustainability | Weight ESG and long-term viability | +| Stakeholder Alignment | Weight change resistance and adoption likelihood | + +### Scoring Guide +| Score | Definition | +|-------|------------| +| 5 | Excellent — fully meets criterion | +| 4 | Good — substantially meets criterion | +| 3 | Adequate — partially meets criterion | +| 2 | Poor — minimally meets criterion | +| 1 | Does not meet criterion | + +### Qualitative Assessment + +#### Option A: [Name] +- **Fit with strategy**: [Assessment] +- **Feasibility**: [Assessment] +- **Risk**: [Assessment] +- **Stakeholder support**: [Assessment] +- **Digital Transformation fit**: [Assessment] + +#### Option B: [Name] +[Same structure] + +[Continue for all options] +``` + +### Step 4: Scenario Analysis + +Test options under different scenarios: + +``` +## Scenario Analysis + +### Scenario: [Scenario Name] +[Description of scenario] + +| Option | Performance | Rationale | +|--------|-------------|-----------| +| Option A | [High/Med/Low] | [Why] | +| Option B | [High/Med/Low] | [Why] | +| Option C | [High/Med/Low] | [Why] | + +--- + +### Scenario: [Optimistic] +[Description] + +### Scenario: [Conservative] +[Description] + +--- + +### Sensitivity Analysis + +Which criteria have highest impact on recommendation? + +| Criterion | If Weight +10% | Recommendation Shifts To | +|-----------|----------------|--------------------------| +| [Criterion 1] | [Impact] | [Option] | +| [Criterion 2] | [Impact] | [Option] | +``` + +### Step 5: Recommendation + +Synthesize analysis: + +``` +## Recommendation + +### Recommended Option: [Option Name] + +**Rationale**: +1. [Reason 1] +2. [Reason 2] +3. [Reason 3] + +**Key Trade-offs**: +- [Trade-off 1 — acceptable because...] +- [Trade-off 2 — acceptable because...] + +**Implementation Considerations**: +- [Consideration 1] +- [Consideration 2] + +**Risks and Mitigations**: +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | + +### Alternative Options +If recommended option is not feasible: + +1. **Fallback 1**: [Option Name] — [Why it's the backup] +2. **Fallback 2**: [Option Name] — [Why it's the backup] + +### Next Steps +1. [Immediate next step] +2. [Short-term next step] +3. [Decision point for go/no-go] +``` + +## Output Format + +Generate: + +1. **Decision Framework** — Criteria and weights +2. **Options Description** — Detailed option definitions +3. **Evaluation Matrix** — Structured scoring +4. **Scenario Analysis** — Risk assessment +5. **Recommendation** — Clear recommendation with rationale + +After generating, ask: + +> "Would you like me to: +> - Adjust evaluation criteria or weights? +> - Add additional options? +> - Develop implementation plans for top options? +> - Create decision slides for executive presentation?" + +## Notes + +- Always include "do nothing" as a baseline option +- Ensure options are genuinely DIFFERENT, not just incremental +- Weight criteria carefully — what matters most? +- Be transparent about trade-offs — there is no "perfect" option +- Consider second-order effects — what happens after the first step? +- Stress-test recommendations with scenarios +- Document assumptions explicitly +- Make recommendations clear — don't hedge excessively +- Factor in digital transformation alignment and sustainability +- Apply **Cynefin Framework** to categorize decision complexity before selecting approach +- Use **OODA Loop** (Observe-Orient-Decide-Act) for time-sensitive decisions +- Consider **scenario planning** with 3-5 year horizon for strategic decisions +- Include **ESG criteria** in evaluation for sustainable business decisions diff --git a/management-consulting/commands/org-design.md b/management-consulting/commands/org-design.md new file mode 100644 index 0000000..bfb6976 --- /dev/null +++ b/management-consulting/commands/org-design.md @@ -0,0 +1,410 @@ +--- +description: Design organizational structures, job architectures, and role frameworks. Use when restructuring organizations, defining reporting relationships, creating job families, or aligning organizational design with strategic objectives. +argument-hint: "" +--- + +# /org-design -- Organizational Design and Restructuring + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Design optimal organizational structures aligned with strategy. Supports organizational transformation, restructuring, and capability building initiatives. + +## Invocation + +``` +/org-design [organization context and redesign objectives] +``` + +If no context is provided, ask the user to describe the organization and redesign objectives. + +## Workflow + +### Step 1: Assess Strategic Requirements + +Define what the organization must do to execute its strategy: + +``` +## Strategic Requirements Analysis + +### Strategic Pillars +| Strategic Priority | Key Capabilities Required | Critical Success Factors | +|--------------------|---------------------------|-------------------------| +| [Pillar 1] | [Capability] | [Factor] | +| [Pillar 2] | [Capability] | [Factor] | +| [Pillar 3] | [Capability] | [Factor] | + +### Digital Strategy Alignment +| Digital Initiative | Organizational Requirement | Structure Impact | +|-------------------|---------------------------|------------------| +| [Digital Integration] | [Required capability] | [Structural change needed] | +| [Cloud Transformation] | [Required capability] | [Structural change needed] | +| [Data Architecture] | [Required capability] | [Structural change needed] | + +### Business Model Analysis +- Value creation: [How does the organization create value?] +- Revenue model: [How does it make money?] +- Cost structure: [What are the major cost drivers?] +- Key partnerships: [Who are critical partners?] +- Platform ecosystem: [How does digital platform strategy align?] + +### Operating Model Choices +| Dimension | Current State | Target State | Rationale | +|-----------|---------------|--------------|-----------| +| Vertical integration | [State] | [State] | [Reason] | +| Centralization | [State] | [State] | [Reason] | +| Geographic structure | [State] | [State] | [Reason] | +| Product/Service alignment | [State] | [State] | [Reason] | +| Customer segmentation | [State] | [State] | [Reason] | +| **Agility model** | [Traditional/Agile/Hybrid] | [Network/Platform] | [Reason] | + +### Capability Requirements +| Capability | Current Maturity | Target Maturity | Gap | Priority | +|------------|------------------|-----------------|-----|----------| +| [Capability 1] | [1-5] | [1-5] | [Gap] | [High/Med/Low] | +| [Capability 2] | [1-5] | [1-5] | [Gap] | [High/Med/Low] | +``` + +### Step 2: Analyze Current State + +Document and assess the existing organizational design: + +``` +## Current State Assessment + +### Current Organizational Structure +- Structure type: [Functional / Matrix / Divisional / Network / Hybrid] +- Number of layers: [Count] +- Span of control (avg): [Number] +- Total headcount: [Count] + +### Organization Chart Analysis +[Current org structure with reporting relationships] + +### Role Analysis +| Role Category | Count | Avg Level | Span of Control | Observations | +|---------------|-------|-----------|------------------|--------------| +| [Category 1] | [n] | [Level] | [Span] | [Notes] | +| [Category 2] | [n] | [Level] | [Span] | [Notes] | + +### Process Overlay +[How work flows across the current structure - identify silos and handoffs] + +### Pain Points +| Issue | Impact | Frequency | Root Cause | +|-------|--------|-----------|------------| +| [Issue 1] | [Impact] | [Freq] | [Cause] | +| [Issue 2] | [Impact] | [Freq] | [Cause] | + +### 7S Assessment (Current) +| Element | Assessment | Alignment Score | +|---------|------------|-----------------| +| Strategy | [Description] | [1-5] | +| Structure | [Description] | [1-5] | +| Systems | [Description] | [1-5] | +| Shared Values | [Description] | [1-5] | +| Style | [Description] | [1-5] | +| Staff | [Description] | [1-5] | +| Skills | [Description] | [1-5] | +``` + +### Step 3: Design Future State + +Create the target organizational model: + +``` +## Future State Design + +### Design Principles +| Principle | Description | Rationale | +|-----------|-------------|------------| +| [Principle 1] | [Description] | [Why important] | +| [Principle 2] | [Description] | [Why important] | +| [Principle 3] | [Description] | [Why important] | +| **Agility First** | [Design for rapid adaptation] | [Market speed requirements] | +| **Digital Built-in** | [Technology enablement at core] | [Digital transformation] | +| **Network Ready** | [Interconnected team structures] | [Ecosystem collaboration] | + +### Target Structure Options + +#### Option A: [Agile/Network Structure] +- **Description**: [Overview - pods, squads, network model] +- **Pros**: [Advantages - speed, autonomy, innovation] +- **Cons**: [Disadvantages - coordination, governance] +- **Best for**: [Ideal use case - digital-first organizations] +- **Implementation complexity**: [High/Medium] + +#### Option B: [Platform/Hub-and-Spoke Structure] +- **Description**: [Overview - central platform with business units] +- **Pros**: [Advantages - scale, consistency, agility balance] +- **Cons**: [Disadvantages - potential silos] +- **Best for**: [Ideal use case - multi-business enterprises] +- **Implementation complexity**: [Medium] + +#### Option C: [Traditional with Agile Teams] +- **Description**: [Overview - hybrid approach] +- **Pros**: [Advantages - stability with innovation pockets] +- **Cons**: [Disadvantages - cultural tension] +- **Best for**: [Ideal use case - transformation journey] +- **Implementation complexity**: [Medium] + +### Selected Design: [Option Name] + +#### Organizational Architecture +``` +## Future State Structure + +### Top Level +[CEO / Managing Director] +├── [Platform/Enabling Function] - [Chief Digital Officer/Platform Lead] +│ ├── [Technology & Architecture] +│ └── [Data & Analytics] +├── [Value Stream 1] - [President/BU Leader] +│ ├── [Pod/Squad A] +│ └── [Pod/Squad B] +├── [Value Stream 2] - [President/BU Leader] +│ ├── [Pod/Squad C] +│ └── [Pod/Squad D] +└── [Cross-cutting Functions] - [Enabling] + ├── [People & Culture] + └── [Strategy & Innovation] +``` + +#### Structural Dimensions +| Dimension | Design Choice | Rationale | +|-----------|---------------|-----------| +| Reporting levels | [N layers] | [Reason - agility focus] | +| Avg span of control | [1:X] | [Reason - pod/tribe model] | +| Authority distribution | [Decentralized/Network] | [Reason - empowerment] | +| Integration mechanism | [Cross-functional teams/tribes] | [Reason - collaboration] | +| **Work model** | [Hybrid/Remote-first/Office-centric] | [Paradigm choice] | +| **Decision velocity** | [Fast/slow] | [Market requirements] | + +#### Key Role Definitions +| Role | Purpose | Key Responsibilities | Authority | Relationships | +|------|---------|----------------------|-----------|---------------| +| [Role 1] | [Why this role exists] | [Top 5 responsibilities] | [Decision authority] | [Reports to / peers with] | +| [Role 2] | [Why this role exists] | [Top 5 responsibilities] | [Decision authority] | [Reports to / peers with] | + +### Organizational Model Considerations +- **Squad/Pod structures**: Cross-functional teams with end-to-end ownership +- **Platform teams**: Enablement functions that provide capabilities to value streams +- **Chapter structures**: Professional communities across squads +- **Tribe governance**: Coordination mechanisms for related squads +- **Circle models**: Self-management and distributed authority patterns + +### Structural Changes Summary +| Change Type | Count | Impact | +|-------------|-------|--------| +| New functions/units | [n] | [Impact] | +| Eliminated functions | [n] | [Impact] | +| Merged functions | [n] | [Impact] | +| New roles | [n] | [Impact] | +| Eliminated roles | [n] | [Impact] | +| Reporting changes | [n] | [Impact] | +``` + +### Step 4: Develop Job Architecture + +Create the framework for roles and career paths: + +``` +## Job Architecture + +### Job Family Structure +``` +## [Job Family Name] + +### Job Family Purpose +[What this job family contributes to the organization] + +### Job Levels +| Level | Title | Scope | Competency Expectations | +|-------|-------|-------|-------------------------| +| 1 | [Title] | [Scope] | [Competencies] | +| 2 | [Title] | [Scope] | [Competencies] | +| 3 | [Title] | [Scope] | [Competencies] | +| 4 | [Title] | [Scope] | [Competencies] | +| 5 | [Title] | [Scope] | [Competencies] | + +### Role Profiles +#### Level [N]: [Title] +- **Purpose**: [What this role does] +- **Key Accountabilities**: + 1. [Accountability] + 2. [Accountability] + 3. [Accountability] +- **Decision Authority**: [What decisions this role makes independently] +- **Relationships**: [Key internal/external relationships] +- **Career Path**: [Progression and lateral moves] +``` + +### Job Grading Framework +| Grade | Title Band | Scope Definition | Typical Headcount | +|-------|------------|-------------------|-------------------| +| G1 | [Band] | [Scope] | [% of org] | +| G2 | [Band] | [Scope] | [% of org] | +| G3 | [Band] | [Scope] | [% of org] | +| G4 | [Band] | [Scope] | [% of org] | +| G5 | [Band] | [Scope] | [% of org] | + +### Competency Framework +| Competency | Definition | Level 1-3 Expectations | Level 4-5 Expectations | +|------------|------------|-------------------------|------------------------| +| [Competency] | [Definition] | [Expected at entry levels] | [Expected at senior levels] | + +### Career Pathways +- **Vertical**: [Promotion path] +- **Lateral**: [Horizontal moves] +- **Diagonal**: [Cross-functional moves] +``` + +### Step 5: Design Transition Plan + +Create the roadmap for implementing the new organization: + +``` +## Transition Plan + +### Implementation Phases + +#### Phase 1: Foundation (Weeks 1-4) +| Activity | Owner | Timeline | Dependencies | +|----------|-------|----------|--------------| +| Finalize org design | [Owner] | [Dates] | [None] | +| Develop role profiles | [Owner] | [Dates] | [Org design] | +| Create grading framework | [Owner] | [Dates] | [Role profiles] | +| Assess current incumbents | [Owner] | [Dates] | [Grading framework] | + +#### Phase 2: Communication (Weeks 5-8) +| Activity | Owner | Timeline | Dependencies | +|----------|-------|----------|--------------| +| Leadership alignment | [Owner] | [Dates] | [Org design] | +| Manager training | [Owner] | [Dates] | [Leadership] | +| Employee communication | [Owner] | [Dates] | [Manager training] | +| Q&A sessions | [Owner] | [Dates] | [Communication] | + +#### Phase 3: Implementation (Weeks 9-16) +| Activity | Owner | Timeline | Dependencies | +|----------|-------|----------|--------------| +| Role matching | [Owner] | [Dates] | [Assessment] | +| Staff transitions | [Owner] | [Dates] | [Role matching] | +| New team launch | [Owner] | [Dates] | [Staff transitions] | +| Process updates | [Owner] | [Dates] | [New teams] | + +#### Phase 4: Stabilization (Weeks 17-24) +| Activity | Owner | Timeline | Dependencies | +|----------|-------|----------|--------------| +| Performance management | [Owner] | [Dates] | [New teams] | +| Learning & development | [Owner] | [Dates] | [Gaps identified] | +| Fine-tuning | [Owner] | [Dates] | [Feedback] | + +### Risk Mitigation +| Risk | Likelihood | Impact | Mitigation Plan | +|------|------------|--------|-----------------| +| [Risk 1] | [L/M/H] | [L/M/H] | [Plan] | +| [Risk 2] | [L/M/H] | [L/M/H] | [Plan] | + +### Success Metrics +| Metric | Target | Timeline | +|--------|--------|----------| +| Employee engagement | [X%] | [Date] | +| Role clarity score | [X%] | [Date] | +| Process efficiency | [X%] improvement | [Date] | +| Leadership effectiveness | [X%] | [Date] | +``` + +## Output Format + +``` +# Organizational Design Report: [Organization Name] + +## Executive Summary +[Overview of current state, design rationale, and expected outcomes] + +## 1. Strategic Context +### Business Strategy +[Strategy and implications for organizational design] + +### Capability Requirements +[Required capabilities mapped to organizational structure] + +## 2. Current State Analysis +### Existing Structure +[Current org chart and structural analysis] + +### Pain Points and Gaps +[Key issues with current organization] + +### 7S Assessment +[Current state across seven elements] + +## 3. Future State Design +### Design Principles +[Guiding principles for new organization] + +### Target Structure +[Future org chart with rationale] + +### Key Role Definitions +[Critical roles and their purpose] + +## 4. Job Architecture +### Job Family Framework +[Structure of job families and levels] + +### Competency Framework +[Core competencies and expectations] + +### Career Pathways +[How people progress in the organization] + +## 5. Implementation Roadmap +### Phased Plan +[Timeline and milestones] + +### Change Management +[Communication, training, and support] + +### Risk Mitigation +[Key risks and responses] + +## 6. Expected Outcomes +### Quantitative Benefits +| Benefit | Estimate | Timeframe | +|---------|----------|-----------| +| [Benefit 1] | $[Amount] | [Date] | +| [Benefit 2] | $[Amount] | [Date] | + +### Qualitative Benefits +- [Benefit 1] +- [Benefit 2] + +## 7. Governance +### Transition Ownership +[Who is responsible for implementation] + +### Success Criteria +[How success will be measured] + +### Review Cadence +[Checkpoint schedule] +``` + +## Notes + +- Always connect organizational design to business strategy +- Consider digital transformation implications for organizational models +- Ensure job architecture supports both vertical and horizontal career movement +- Pay attention to change management - org design affects people deeply +- Design span of control appropriate to the type of work +- Consider hybrid/remote work implications for organizational design +- Build in agility - design for future adaptability +- Involve key stakeholders early in the design process +- Use data and analytics to inform design decisions +- Ensure compliance with labor laws and regulations +- Factor in digital governance structures, platform teams, and network-based operating models +- **Agile org design**: Apply squad-based models (squads, tribes, chapters, guilds) where appropriate +- **Platform thinking**: Design platform teams that enable value stream delivery +- **Hybrid work**: Build organizational structures that optimize for distributed work patterns +- **Continuous evolution**: Design for organizational agility and frequent restructuring capability +- **ESG integration**: Include sustainability roles and governance in organizational design diff --git a/management-consulting/commands/pitch-deck.md b/management-consulting/commands/pitch-deck.md new file mode 100644 index 0000000..e166628 --- /dev/null +++ b/management-consulting/commands/pitch-deck.md @@ -0,0 +1,321 @@ +--- +description: Create compelling client pitch deck with storytelling, key messages, and visual structure +argument-hint: " " +--- + +# /pitch-deck -- Pitch Deck Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Build a persuasive pitch deck for client presentations. Uses storytelling principles and pyramid structure to create compelling narratives that win engagements. + +## Invocation + +``` +/pitch-deck [client name] [engagement type] +``` + +If parameters are not provided, ask for: +- Client name +- Engagement type and key messages +- Length preference (10 slides, 20 slides, etc.) +- Key differentiators to highlight + +## Workflow + +### Step 1: Determine Deck Objective + +Clarify: + +1. **Presentation context** + - Audience (C-suite, board, working team) + - Occasion (initial pitch, follow-up, final presentation) + - Time available + +2. **Key messages** + - What do we want them to remember? + - What action do we want them to take? + +3. **Differentiation** + - What makes us unique? + - What evidence supports this? + +### Step 2: Structure the Deck + +A winning pitch deck follows a clear story arc: + +``` +## Standard Structure (15-20 slides) + +### Opening (1-2 slides) +1. Title slide + +### The Challenge (2-3 slides) +2. Context and situation +3. The problem / opportunity +4. Why now? + +### Our Solution (4-6 slides) +5. Our approach +6. Methodology +7. Key differentiators +8. What makes us unique + +### Results & Credentials (3-4 slides) +9. Relevant case study 1 +10. Relevant case study 2 +11. Team experience + +### The Deal (2-3 slides) +12. Scope and approach +13. Investment +14. Timeline +15. Next steps + +### Closing (1-2 slides) +16. Summary +17. Q&A +``` + +### Step 3: Develop Each Section + +#### Opening + +**Slide 1: Title** + +``` +# [Engagement Title] + +## [Client Name] +## [Date] + +[Your Firm Logo] +``` + +#### The Challenge + +**Slide 2: Context** + +``` +## [Client Name]: Strategic Context + +- [Industry trend 1] +- [Industry trend 2] +- [Current position] + +[Visual: Market context graphic] +``` + +**Slide 3: The Problem** + +``` +## The Challenge We Face + +| Current State | Desired State | +|---------------|---------------| +| [Pain point 1] | [Outcome 1] | +| [Pain point 2] | [Outcome 2] | +| [Pain point 3] | [Outcome 3] | + +**Bottom line**: [One sentence summary] +``` + +**Slide 4: Why Now** + +``` +## Why Act Now + +- [Driver 1: market timing] +- [Driver 2: competitive pressure] +- [Driver 3: regulatory/technology change] +- [Cost of inaction] +``` + +#### Our Solution + +**Slide 5: Our Approach** + +``` +## Our Proposed Approach + +### Phase 1: [Name] — [Objective] +[1-2 sentences] + +### Phase 2: [Name] — [Objective] +[1-2 sentences] + +### Phase 3: [Name] — [Objective] +[1-2 sentences] +``` + +**Slide 6: Methodology** + +``` +## Our Methodology: [Methodology Name] + +[Framework or process visual] + +**Why this works**: +- [Benefit 1] +- [Benefit 2] +- [Benefit 3] +``` + +**Slide 7: Differentiation** + +``` +## Why [Your Firm] + +| Capability | Our Difference | Proof | +|-----------|----------------|-------| +| [Differentiation 1] | [What makes us different] | [Evidence] | +| [Differentiation 2] | [What makes us different] | [Evidence] | +| [Differentiation 3] | [What makes us different] | [Evidence] | +``` + +#### Results & Credentials + +**Slide 8-10: Case Studies** + +``` +## Relevant Experience: [Client/Industry] + +**Challenge**: [What they faced] + +**Our Approach**: [What we did] + +**Results**: +- [Result 1: quantified] +- [Result 2: quantified] +- [Result 3: quantified] + +[Client testimonial if available] +``` + +**Slide 11: Team** + +``` +## Proposed Team + +[Partner Name], Partner +- [Relevant experience] +- [Notable credentials] + +[Manager Name], Engagement Manager +- [Relevant experience] + +**Combined experience**: [X] similar engagements +``` + +#### The Deal + +**Slide 12: Scope** + +``` +## Proposed Scope + +**In scope**: +- [Scope item 1] +- [Scope item 2] + +**Out of scope**: +- [Explicit exclusion] +- [Explicit exclusion] +``` + +**Slide 13: Investment** + +``` +## Investment + +| Component | Amount | +|-----------|--------| +| Phase 1 | $XX | +| Phase 2 | $XX | +| Phase 3 | $XX | +| **Total** | **$XX** | + +**Includes**: [Key inclusions] +``` + +**Slide 14: Timeline** + +``` +## Proposed Timeline + +[Visual: Timeline graphic] + +| Milestone | Target | +|-----------|--------| +| Kickoff | [Date] | +| [Milestone 2] | [Date] | +| [Final] | [Date] | + +**Duration**: [X] weeks +``` + +**Slide 15: Next Steps** + +``` +## Next Steps + +1. [Step 1] +2. [Step 2] +3. [Step 3] + +**Decision timeline**: [When] +``` + +#### Closing + +**Slide 16: Summary** + +``` +## Summary + +[Client] + [Your Firm] = [Outcome] + +[3 key reasons to proceed] + +Let's get started. +``` + +### Step 4: Apply Storytelling Principles + +Following structured storytelling methodology: + +1. **One message per slide** — Don't clutter — anchor every piece of content to your thesis +2. **Start with why** — Connect emotionally before logical — create urgency +3. **Use evidence** — Facts build credibility — quantify everything +4. **Create tension** — Problem → Solution → Result — build the narrative arc +5. **End with action** — Clear, specific next steps +6. **The storyline approach** — Ensure only the most relevant information is presented, avoiding unnecessary detours or tangents + +## Output Format + +Generate a complete pitch deck structure including: + +1. Slide-by-slide content with titles and bullets +2. Visual suggestions for each slide +3. Speaker notes (optional) +4. Timing recommendations + +After generating, ask: + +> "Would you like me to: +> - Adjust the story flow? +> - Add specific case studies or credentials? +> - Create a shorter/longer version? +> - Develop speaker notes for presentation?" + +## Notes + +- Follow the "tell them what you're going to tell them, tell them, tell them what you told them" structure +- Every slide should support the overall thesis — if it doesn't advance the story, cut it +- Use visuals to illustrate, not walls of text — data visualization over tables +- Quantify results in case studies with specific metrics +- Make next steps crystal clear with specific timeline +- Keep slides to one key idea each +- Design for the audience — C-suite gets different treatment than working teams +- Embrace white space — clarity over density +- The "answer first" approach — lead with recommendations, support with analysis diff --git a/management-consulting/commands/presentation-create.md b/management-consulting/commands/presentation-create.md new file mode 100644 index 0000000..e4b3a57 --- /dev/null +++ b/management-consulting/commands/presentation-create.md @@ -0,0 +1,303 @@ +--- +description: Create executive presentations using top-down structured communication and storytelling methodology. Use when building client presentations, board decks, steering committee updates, or any executive-level communication that requires clear, compelling storytelling. +argument-hint: "" +--- + +# /presentation-create -- Executive Presentation Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create compelling executive presentations using top-down structured communication. This command structures your message for maximum impact with senior audiences. + +## Invocation + +``` +/presentation-create [presentation topic and key message] +``` + +If no topic is provided, ask the user to describe what the presentation should cover and the main message. + +## Workflow + +### Step 1: Define the Core Message + +Articulate the single most important idea: + +``` +## Presentation Core + +### The Answer (Top of the Pyramid) +[One sentence that is the main point of your presentation] + +### The Supporting Arguments (2-3) +[Arguments that prove your answer is true] + +### The Evidence (3 facts per argument) +[Data, examples, case studies that support each argument] +``` + +### Step 2: Structure the Presentation + +Apply the top-down communication structure: + +``` +## Presentation Structure + +### Opening: Situation +[What the audience already knows or agrees with] +- Context: [Brief setting] +- Current state: [What is true today] + +### Complication +[What has changed or what is the problem] +- Trigger event: [What happened] +- Impact: [Why it matters] + +### Resolution (Your Recommendation) +[What should be done] +- Recommendation: [The answer] +- Rationale: [Why this is the right answer] +- Required actions: [What needs to happen] + +### Story Arc +``` +[Situation] ────► [Complication] ────► [Resolution] + │ │ │ + "This is "But now "Therefore, + where we there's a we should + are..." problem..." do this..." +``` + +### Slide Structure Per Section +| Slide Type | Purpose | Elements | +|------------|---------|----------| +| Title | Set expectation | Punchy title, subtitle with key message | +| Executive Summary | Pre-read for busy executives | 3-5 bullets, full message | +| Context | Establish common ground | Facts, data, visual | +| Problem | Define the challenge | Impact, urgency | +| Analysis | Show the thinking | Frameworks, evidence | +| Recommendation | Present the answer | Clear recommendation | +| Next Steps | Call to action | Specific actions, owners, timeline | +``` + +### Step 3: Design Each Slide + +Create slides that communicate effectively: + +``` +## Slide Design Principles + +### The 10/20/30 Rule (Adapted) +- 10 slides maximum +- 20 minutes maximum +- 30-point minimum font size + +### Slide Types and Templates + +#### 1. Title Slide +``` +┌─────────────────────────────────────┐ +│ │ +│ [PUNCHY TITLE - MAX 6 WORDS] │ +│ │ +│ [Subtitle: Key Message] │ +│ │ +│ [Presenter Name] │ +│ [Date] │ +└─────────────────────────────────────┘ +``` + +#### 2. Executive Summary Slide +``` +┌─────────────────────────────────────┐ +│ EXECUTIVE SUMMARY │ +├─────────────────────────────────────┤ +│ • [Key finding 1 - specific] │ +│ • [Key finding 2 - specific] │ +│ • [Key recommendation - specific] │ +│ • [Key action item - specific] │ +│ │ +│ [Bottom line up front: $X or Y%] │ +└─────────────────────────────────────┘ +``` + +#### 3. Problem Statement Slide +``` +┌─────────────────────────────────────┐ +│ THE CHALLENGE WE FACE │ +├─────────────────────────────────────┤ +│ │ +│ [IMPACT METRIC] │ +│ │ │ +│ ▼ │ +│ [Visual: trend, gap, or issue] │ +│ │ +│ Root Cause: [1-2 sentences] │ +│ Business Impact: [Quantified] │ +└─────────────────────────────────────┘ +``` + +#### 4. Analysis Slide (Framework) +``` +┌─────────────────────────────────────┐ +│ [FRAMEWORK NAME] ANALYSIS │ +├─────────────────────────────────────┤ +│ │ +│ [Framework visual: 2x2, matrix, │ +│ flow, etc.] │ +│ │ +│ Key Insight: [One sentence] │ +│ │ +│ • Finding 1: [Implication] │ +│ • Finding 2: [Implication] │ +└─────────────────────────────────────┘ +``` + +#### 5. Recommendation Slide +``` +┌─────────────────────────────────────┐ +│ OUR RECOMMENDATION │ +├─────────────────────────────────────┤ +│ │ +│ [RECOMMENDATION IN ONE LINE] │ +│ │ +│ Why now: [Rationale 1] │ +│ Why us: [Rationale 2] │ +│ Why this: [Rationale 3] │ +│ │ +│ Impact: [Quantified outcome] │ +└─────────────────────────────────────┘ +``` + +#### 6. Financial Impact Slide +``` +┌─────────────────────────────────────┐ +│ FINANCIAL IMPACT │ +├─────────────────────────────────────┤ +│ │ +│ $X.XM │ $X.XM │ $X.XM │ +│ Benefit │ Cost │ Net Value │ +│ │ +│ [Waterfall or bridge chart] │ +│ │ +│ Assumptions: [List key drivers] │ +│ Sensitivity: [Range if X changes]│ +└─────────────────────────────────────┘ +``` + +#### 7. Roadmap/Next Steps Slide +``` +┌─────────────────────────────────────┐ +│ RECOMMENDED PATH FORWARD │ +├─────────────────────────────────────┤ +│ │ +│ Phase 1 Phase 2 Phase 3 │ +│ ──────── ──────── ──────── │ +│ [Actions] [Actions] [Actions] │ +│ │ +│ [Owner] [Owner] [Owner] │ +│ [Date] [Date] [Date] │ +│ │ +│ Immediate: [First action] │ +└─────────────────────────────────────┘ +``` + +### Visual Design Guidelines +| Element | Guideline | +|---------|-----------| +| Charts | Show the insight, not just data | +| Tables | Maximum 5 rows, highlight key numbers | +| Text | Use bullets, not paragraphs | +| Images | Only if they add meaning | +| Color | Use consistently, highlight key points | +| White space | More is better | +``` + +### Step 4: Refine and Practice + +Ensure the presentation lands effectively: + +``` +## Presentation Refinement + +### The "So What?" Test +For each slide, ask: +- So what? (Why does this matter?) +- Says who? (Is this credible?) +- What if? (What are the implications?) + +### Rehearsal Checklist +- [ ] Main message is clear in first 30 seconds +- [ ] Each slide has one key takeaway +- [ ] Transitions between slides are logical +- [ ] Data supports, doesn't overwhelm, the message +- [ ] Recommendations are specific and actionable +- [ ] Time allocation matches importance +- [ ] Backup slides prepared for Q&A +- [ ] Technology tested before presenting + +### Handling Q&A +| Anticipated Question | Suggested Response | +|---------------------|---------------------| +| [Question 1] | [Response approach] | +| [Question 2] | [Response approach] | + +### Backup Slides (For Complex Topics) +- Detailed methodology +- Additional data tables +- Alternative scenarios +- Risk analysis +- Competitive benchmarking +``` + +## Output Format + +``` +# Presentation: [Presentation Title] + +## Slide 1: Title +[Content and visual description] + +## Slide 2: Executive Summary +[Key messages in priority order] + +## Slide 3-5: Situation/Context +[Establishing the common ground] + +## Slide 6-8: Complication/Problem +[Defining the challenge] + +## Slide 9-12: Analysis +[Framework applications and findings] + +## Slide 13-15: Recommendation +[Your proposed solution] + +## Slide 16-17: Impact +[Quantified benefits and risks] + +## Slide 18: Next Steps +[Specific actions and timeline] + +## Backup Slides +[Additional supporting material] + +## Speaker Notes +[Key points to emphasize, timing, transitions] +``` + +## Notes + +- Top-down communication: State your recommendation first, then support it +- Always answer "so what?" for every data point +- Less is more - cut content that doesn't support the core message +- Executive presentations should take less time than allotted +- Practice out loud - presentations read differently than they sound +- Know your audience and tailor language appropriately +- Use consistent visual language throughout +- Include a clear call to action +- Have backup slides for complex technical questions +- End with specific next steps and owners +- If presenting virtually, over-prepare for technology issues +- Consider the "elevator test" - can you summarize in 30 seconds? +- Adapt for hybrid audiences - ensure virtual participants are engaged diff --git a/management-consulting/commands/pricing-model.md b/management-consulting/commands/pricing-model.md new file mode 100644 index 0000000..e00ae3d --- /dev/null +++ b/management-consulting/commands/pricing-model.md @@ -0,0 +1,364 @@ +--- +description: Develop consulting pricing models including fixed fee, time & materials, value-based, and retainer structures. Use when preparing proposals, developing engagement terms, or structuring consulting engagements with commercial frameworks. +argument-hint: "" +--- + +# /pricing-model -- Consulting Pricing and Commercial Models + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Develop appropriate pricing models for consulting engagements using proven commercial methodologies. Supports proposal development, SOW creation, and commercial structuring. + +## Invocation + +``` +/pricing-model [engagement type and commercial context] +``` + +If no context is provided, ask the user to describe the engagement type, scope, and commercial requirements. + +## Workflow + +### Step 1: Assess Engagement Characteristics + +Understand the engagement to determine optimal pricing: + +``` +## Engagement Assessment + +### Project Characteristics +| Factor | Assessment | Pricing Implication | +|--------|------------|---------------------| +| Scope clarity | [Defined/Fuzzy/Evolving] | Fixed fee if clear | +| Duration | [Short/Medium/Long] | Influences structure | +| Deliverables | [Tangible/Intangible/Digital-enabled] | Affects value perception | +| Risk level | [Low/Medium/High/Digital-specific] | Higher risk = premium | +| Client relationship | [New/Existing/Strategic] | Influences discounting | +| Market rate | [Standard/Premium/Discounted] | Competitive position | +| **Digital component** | [None/Basic/Advanced/Next-gen] | Influences rates significantly | + +### Pricing Model Options +| Model | Best For | Risk to Consultant | Risk to Client | Trend | +|-------|----------|-------------------|----------------|------------| +| Time & Materials (T&M) | Undefined scope, evolving needs | Low | High | Declining preference | +| Fixed Fee | Clear scope, defined deliverables | High | Low | Common for standard work | +| Retainer | Ongoing relationship, undefined hours | Medium | Medium | Growing for AI partnerships | +| Value-Based | Measurable outcomes, clear ROI | Low | Medium | Preferred for AI/digital | +| **Outcome-Based** | AI implementations, digital transformation | Shared | Shared | **Emerging standard** | +| **Risk/Reward** | Performance-based, shared outcomes | Shared | Shared | Gaining traction | + +### Digital Transformation Pricing +| Digital/AI Service Type | Typical Range | Model | +|------------------------|---------------|-------| +| Strategy & Assessment | $[XX]K - $[XX]K | Fixed fee | +| Implementation | $[XX]K - $[XX]K+ | Fixed or T&M | +| Ongoing Retainer | $[XX]K - $[XX]K/month | Retainer | +| Proof of Concept | $[XX]K - $[XX]K | Fixed fee | + +### Recommended Model: [Model] +[Rationale for selection based on assessment above] +``` + +### Step 2: Develop Rate Structure + +Establish pricing parameters: + +``` +## Rate Structure + +### Team Composition +| Role | Rate Type | Rate | Hours/Week | Weeks | Total | +|------|-----------|------|------------|-------|-------| +| Partner | $[Rate]/day | $[X] | [X] | [X] | $[Total] | +| Principal | $[Rate]/day | $[X] | [X] | [X] | $[Total] | +| Manager | $[Rate]/day | $[X] | [X] | [X] | $[Total] | +| Consultant | $[Rate]/day | $[X] | [X] | [X] | $[Total] | +| Analyst | $[Rate]/day | $[X] | [X] | [X] | $[Total] | + +### Internal Rate Card +| Level | Daily Rate | Hourly Rate | Notes | +|-------|------------|-------------|-------| +| Partner | $[X] | $[X] | [Market positioning] | +| Principal | $[X] | $[X] | | +| Manager | $[X] | $[X] | | +| Senior Consultant | $[X] | $[X] | | +| Consultant | $[X] | $[X] | | +| Analyst | $[X] | $[X] | | + +### Rate Determination Factors +| Factor | Consideration | Adjustment | +|--------|--------------|------------| +| Market rates | Competitor pricing | [Benchmark] | +| Client value | Client's ability to pay | [Adjustment] | +| Relationship | Strategic vs. transactional | [Discount] | +| Scope certainty | Well-defined vs. fluid | [Risk premium] | +| Urgency | Timeline pressure | [Premium] | +| Location | On-site vs. remote | [Adjustment] | +``` + +### Step 3: Build Cost Model + +Calculate engagement economics: + +``` +## Cost Model + +### Direct Costs +| Cost Category | Estimate | Notes | +|---------------|----------|-------| +| Personnel | $[Amount] | [Team costs] | +| Travel | $[Amount] | [If applicable] | +| Third-party | $[Amount] | [Vendors, tools] | +| Materials | $[Amount] | [Deliverables] | +| Subcontractors | $[Amount] | [Specialists] | + +### Indirect Costs +| Cost Category | Rate/Amount | Total | +|---------------|-------------|-------| +| Overhead | [X%] | $[Amount] | +| Management fee | [X%] | $[Amount] | +| Risk contingency | [X%] | $[Amount] | + +### Total Cost +| Component | Amount | +|-----------|--------| +| Direct costs | $[X] | +| Indirect costs | $[X] | +| Total cost | $[X] | +| Target margin | [X]% | +| **Total fee** | **$[X]** | + +### Discount Considerations +| Discount Type | Justification | Amount | +|---------------|---------------|--------| +| Volume | [Multiple engagements] | [X]% | +| Relationship | [Strategic account] | [X]% | +| Early payment | [Payment terms] | [X]% | +| Competitive | [Market situation] | [X]% | +| Total discount | | [X]% | +``` + +### Step 4: Structure Commercial Terms + +Define payment and commercial framework: + +``` +## Commercial Terms + +### Pricing Summary +| Element | Value | +|---------|-------| +| Total engagement fee | $[Amount] | +| Payment terms | [Net 30/45/60] | +| Invoice frequency | [Monthly/Milestone] | +| Expenses | [Reimbursed at cost / Included] | +| **AI usage costs** | [Pass-through/Included] | +| **IP rights** | [Client-specific/Shared/Retained] | + +### Payment Schedule +| Milestone | Trigger | Amount | Percentage | +|-----------|---------|--------|------------| +| Signing | Contract signature | $[X] | [X]% | +| Kickoff | Project initiation | $[X] | [X]% | +| Milestone 1 | [Deliverable] | $[X] | [X]% | +| Milestone 2 | [Deliverable] | $[X] | [X]% | +| Final | Acceptance | $[X] | [X]% | + +### Value-Based Pricing Framework +``` +## Value Calculation + +### Client Value Proposition +| Benefit | Quantification | Timeline | Confidence | +|---------|---------------|----------|------------| +| [Benefit 1 - e.g., Cost reduction via AI automation] | $[Amount] | [Date] | [High/Med/Low] | +| [Benefit 2 - e.g., Revenue increase from new capabilities] | $[Amount] | [Date] | [High/Med/Low] | +| [Benefit 3 - e.g., Risk reduction] | $[Amount] | [Date] | [High/Med/Low] | +| [Benefit 4 - e.g., Time-to-market improvement] | [X weeks] | [Date] | [High/Med/Low] | + +### AI/Digital-Specific Value Drivers +| Value Driver | Measurement | Example | +|--------------|--------------|---------| +| Process automation savings | FTE equivalent saved | X FTE = $[Amount]/year | +| Error reduction | Error rate decrease | X% reduction = $[Amount] savings | +| Speed improvement | Cycle time reduction | 50% faster = $X value | +| Revenue enablement | New revenue attributed | New product launch | +| Decision quality | Improvement in outcomes | Better predictions | + +### Total Client Value +- Gross value: $[Amount] +- Confidence level: [X]% +- Risk-adjusted value: $[Amount] + +### Value-Sharing Model +| Client benefit | Our fee | Client keeps | +|----------------|---------|--------------| +| First $[X] | [Y]% | [100-Y]% | +| Next $[X] | [Y]% | [100-Y]% | +| Above $[X] | [Y]% | [100-Y]% | + +### Outcome-Based Pricing Structure +| Outcome Metric | Target | Fee at Risk | Bonus Potential | +|----------------|--------|-------------|------------------| +| [Metric 1] | [Target] | $[X]% | [X]% | +| [Metric 2] | [Target] | $[X]% | [X]% | +``` + +### Retainer Structure +``` +## Retainer Model + +### Monthly Retainer +| Element | Value | +|---------|-------| +| Monthly fee | $[Amount] | +| Hours included | [X] hours | +| Additional hours | $[Rate]/hour | +| Scope | [Defined boundaries] | +| Termination | [Notice period] | + +### Commitment Tiers +| Tier | Monthly Fee | Hours | Best For | +|------|-------------|-------|----------| +| Essential | $[X] | [X] | Limited needs | +| Standard | $[X] | [X] | Ongoing relationship | +| Premium | $[X] | [X] | Strategic partner | +``` + +### Terms and Conditions +| Term | Standard | Negotiable | +|------|----------|------------| +| Payment terms | Net 30 | [Yes/No] | +| Expense policy | Reimbursed | [Terms] | +| Intellectual property | Client-specific work | [Terms] | +| Confidentiality | Mutual NDA | [Terms] | +| Liability cap | [X]× fees | [Negotiable] | +| Termination | [Notice period] | [Terms] | +``` + +### Step 5: Present Pricing Recommendation + +Format for proposal or SOW: + +``` +## Pricing Recommendation + +### Recommended Pricing: [Model] +| Component | Value | +|-----------|-------| +| Total fee | $[Amount] | +| Duration | [X weeks/months] | +| Team | [X professionals] | +| Value to client | $[Amount] | + +### Value Proposition +- **ROI for client**: [X]:1 +- **Payback period**: [X months] +- **Primary value drivers**: [List] + +### Comparison to Alternatives +| Model | Fee | Risk | Recommendation | +|-------|-----|------|----------------| +| Fixed fee | $[X] | [High to consultant] | [Selected/Not] | +| T&M (ceiling) | $[X] cap | [Shared] | [Selected/Not] | +| Value-based | $[X] | [Shared] | [Selected/Not] | +| **Our recommendation** | **$[X]** | **[Balanced]** | | + +### Pricing Sensitivity +| Scenario | Fee | Assumptions | +|----------|-----|-------------| +| Base case | $[X] | [Assumptions] | +| Upside | $[X] | [If scope expands] | +| Downside | $[X] | [If scope reduces] | + +### Next Steps +1. Discuss pricing approach +2. Refine scope if needed +3. Finalize commercial terms +4. Prepare SOW +``` + +## Output Format + +``` +# Pricing Proposal: [Engagement Name] + +## Executive Summary +[Overview of recommended pricing approach] + +## 1. Engagement Characteristics +### Scope Overview +[Summary of work to be performed] + +### Pricing Model Recommendation +[Model selected and rationale] + +## 2. Team and Rates +### Team Composition +[Roles and rates] + +### Rate Card +[Applicable rates] + +## 3. Investment +### Cost Breakdown +| Category | Amount | +|----------|--------| +| [Category 1] | $[X] | +| [Category 2] | $[X] | +| **Total** | **$[X]** | + +### Pricing Summary +| Element | Value | +|---------|-------| +| Total fee | $[X] | +| Payment terms | [Terms] | +| Invoice schedule | [Schedule] | + +## 4. Value Proposition +### Client Benefits +| Benefit | Value | Timing | +|---------|-------|--------| +| [Benefit 1] | $[X] | [Date] | +| [Benefit 2] | $[X] | [Date] | + +### Return on Investment +- Client investment: $[X] +- Client value: $[X] +- ROI: [X]:1 + +## 5. Commercial Terms +### Standard Terms +[Terms and conditions] + +### Payment Schedule +[Milestone-based payments] + +## 6. Alternatives Considered +[Other options and why not selected] + +## 7. Next Steps +[Actions to proceed] + +--- +Prepared by: [Name] +Date: [Date] +Valid until: [Date] +``` + +## Notes + +- Always justify pricing based on value, not just cost +- Understand the client's budgeting and approval process +- Be prepared to explain rate differentials between team members +- Consider the total relationship, not just this engagement +- Build in contingency for scope uncertainty +- Document all assumptions that affect pricing +- Know your walk-away point before negotiating +- Value-based pricing requires measurable client outcomes +- Retainers work best with established relationships +- Always have a written agreement before starting work +- Consider international/cross-border tax implications +- Align payment schedule with value delivery +- Build in mechanisms for scope changes +- Know industry standard rates for comparable work diff --git a/management-consulting/commands/process-improve.md b/management-consulting/commands/process-improve.md new file mode 100644 index 0000000..20b7edf --- /dev/null +++ b/management-consulting/commands/process-improve.md @@ -0,0 +1,314 @@ +--- +description: Apply Lean Six Sigma DMAIC methodology for process optimization and continuous improvement. Use when analyzing current-state processes, identifying waste and variation, designing improved processes, and establishing control mechanisms for sustained performance. +argument-hint: "" +--- + +# /process-improve -- Process Excellence and Continuous Improvement + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Apply Lean Six Sigma DMAIC methodology to analyze, improve, and control business processes. This command supports process optimization initiatives using proven continuous improvement practices. + +## Invocation + +``` +/process-improve [process description or current state analysis request] +``` + +If no process information is provided, ask the user to describe the process they want to improve. + +## Workflow + +### Step 1: Define the Process Problem + +Clearly articulate the process improvement opportunity with modern digital process excellence focus: + +``` +## Process Improvement Charter + +### Problem Statement +[What is the current problem? Quantify impact: cycle time, cost, quality, customer satisfaction] + +### Digital Context +| Digital Factor | Current State | Implication | +|---------------|---------------|-------------| +| AI/Automation potential | [Assessment] | [Impact on improvement approach] | +| Process digitization | [Manual/Partial/Full] | [Impact on measurement] | +| Data availability | [None/Limited/Comprehensive] | [Impact on analysis] | +| RPA opportunity | [Yes/No] | [Automation potential] | + +### Scope +- **In Scope**: [Process boundaries] +- **Out of Scope**: [What's not included] + +### Success Criteria +| Metric | Current State | Target State | Improvement | AI-Enhanced Target | +|--------|---------------|--------------|-------------|--------------------| +| Cycle Time | [X days/hours] | [Y days/hours] | [Z% reduction] | [Y-AI days] | +| Cost/Unit | $[Amount] | $[Amount] | [Z% reduction] | $[AI target] | +| Defect Rate | [X%] | [Y%] | [Z% reduction] | [Y with AI] | +| Throughput | [X units/day] | [Y units/day] | [Z% increase] | [Y with AI] | + +### Timeline +- Define: [Date] +- Measure: [Date] +- Analyze: [Date] +- Improve: [Date] +- Control: [Date] + +### Team +- Process Owner: [Name] +- Sponsor: [Name] +- Green Belt/Lead: [Name] +- Team Members: [Names] +- **AI/Automation Specialist**: [Name - if applicable] +``` + +### Step 2: Measure Current State + +Collect baseline data and map the process: + +``` +## Process Measurement + +### Process Mapping +Create detailed process maps: +- **SIPOC Diagram**: Suppliers, Inputs, Process, Outputs, Customers +- **Value Stream Map**: End-to-end flow with value-added vs. non-value-added time +- **Process Flow Chart**: Detailed steps with decision points + +### Baseline Metrics +| Metric | Measurement Method | Sample Size | Current Baseline | Sigma Level | +|--------|-------------------|-------------|------------------|-------------| +| [Metric 1] | [Method] | [n] | [Value] | [σ] | +| [Metric 2] | [Method] | [n] | [Value] | [σ] | + +### Data Collection Plan +| Data Point | Definition | Collection Method | Frequency | Responsible | +|------------|------------|-------------------|-----------|-------------| +| [Point 1] | [Definition] | [Method] | [Freq] | [Name] | +| [Point 2] | [Definition] | [Method] | [Freq] | [Name] | + +### Process Capability Analysis +- Cp/Cpk indices: [Values] +- Process stability: [Stable/Unstable] +- Common cause vs. special cause variation: [Assessment] +``` + +### Step 3: Analyze Root Causes + +Identify and validate the sources of process variation and waste: + +``` +## Root Cause Analysis + +### Waste Identification (TIMWOODS) +| Waste Type | Evidence | Impact | Priority | +|------------|---------|--------|----------| +| Transportation | [Evidence] | [Impact] | [High/Med/Low] | +| Inventory | [Evidence] | [Impact] | [High/Med/Low] | +| Motion | [Evidence] | [Impact] | [High/Med/Low] | +| Waiting | [Evidence] | [Impact] | [High/Med/Low] | +| Overproduction | [Evidence] | [Impact] | [High/Med/Low] | +| Overprocessing | [Evidence] | [Impact] | [High/Med/Low] | +| Defects | [Evidence] | [Impact] | [High/Med/Low] | +| Skills (underutilized) | [Evidence] | [Impact] | [High/Med/Low] | + +### Root Cause Tools + +#### 5 Whys Analysis +``` +Problem: [Problem statement] +Why 1: [First cause] → Why 2: [Second cause] → Why 3: [Third cause] +→ Why 4: [Fourth cause] → Why 5: [Root cause] +``` + +#### Fishbone Diagram (Ishikawa) +``` + [Effect] + │ + ┌─────────┬────────┼────────┬─────────┐ + ▼ ▼ ▼ ▼ ▼ +[People] [Process] [Machine] [Material] [Environment] + │ │ │ │ │ + [Cause] [Cause] [Cause] [Cause] [Cause] +``` + +### Hypothesis Testing +| Hypothesis | Test Method | Result | Validated? | +|------------|-------------|--------|------------| +| [H1] | [Test] | [Result] | [Yes/No] | +| [H2] | [Test] | [Result] | [Yes/No] | + +### Prioritized Root Causes +| Root Cause | Impact (Pareto %) | Evidence Strength | Recommendation | +|------------|-------------------|-------------------|----------------| +| [RC1] | [X%] | [Strong/Medium/Weak] | [Address] | +| [RC2] | [X%] | [Strong/Medium/Weak] | [Address] | +| [RC3] | [X%] | [Strong/Medium/Weak] | [Monitor] | +``` + +### Step 4: Design and Implement Improvements + +Develop and deploy optimized process solutions: + +``` +## Process Improvement Solutions + +### Solution Options Matrix +| Solution | Impact | Effort | Cost | Risk | Recommendation | +|----------|--------|--------|------|------|----------------| +| [S1] | [High/Med/Low] | [High/Med/Low] | $[Amount] | [Low/Med/High] | [Select] | +| [S2] | [High/Med/Low] | [High/Med/Low] | $[Amount] | [Low/Med/High] | [Select] | +| [S3] | [High/Med/Low] | [High/Med/Low] | $[Amount] | [Low/Med/High] | [Contingency] | + +### Selected Solution: [Solution Name] + +#### Solution Design +[Detailed description of the improved process] + +#### Implementation Plan +| Phase | Activity | Owner | Timeline | Dependencies | +|-------|----------|-------|----------|--------------| +| 1 | [Activity] | [Owner] | [Dates] | [Deps] | +| 2 | [Activity] | [Owner] | [Dates] | [Deps] | +| 3 | [Activity] | [Owner] | [Dates] | [Deps] | + +#### Pilot Results +| Metric | Baseline | Pilot Target | Pilot Actual | Improvement | +|--------|----------|--------------|--------------|-------------| +| [M1] | [Value] | [Value] | [Value] | [X%] | +| [M2] | [Value] | [Value] | [Value] | [X%] | + +#### Full Rollout Plan +- Training: [Plan] +- Communication: [Plan] +- Rollout schedule: [Timeline] +- Support model: [Model] +``` + +### Step 5: Establish Control Mechanisms + +Ensure sustained improvement through monitoring and control systems: + +``` +## Control Phase + +### Control Plan +| Process Output | Measurement | Control Method | Frequency | Response Plan | +|----------------|-------------|----------------|-----------|---------------| +| [Output 1] | [Metric] | [Control chart / Check sheet] | [Freq] | [Response] | +| [Output 2] | [Metric] | [Control chart / Check sheet] | [Freq] | [Response] | + +### Control Charts +- Chart type: [X-bar R / X-bar S / I-MR / P-chart / C-chart] +- Upper Control Limit (UCL): [Value] +- Lower Control Limit (LCL): [Value] +- Center Line (CL): [Value] + +### Standard Work Documentation +- Updated process flow: [Location] +- Work instructions: [Location] +- SOPs: [Location] +- Training materials: [Location] + +### Monitoring Dashboard +| KPI | Target | Actual | Status | Trend | +|-----|--------|--------|--------|-------| +| [KPI 1] | [Target] | [Actual] | [RAG] | [↑/→/↓] | +| [KPI 2] | [Target] | [Actual] | [RAG] | [↑/→/↓] | + +### Response Protocol +1. [Trigger]: [Action] +2. [Trigger]: [Action] +3. [Trigger]: [Action] + +### Handover Checklist +- [ ] Control charts deployed +- [ ] Response plan documented +- [ ] Process owner trained +- [ ] SOPs updated +- [ ] Training completed +- [ ] Dashboard live +- [ ] Lessons learned documented +``` + +## Output Format + +``` +# Process Improvement Report: [Process Name] + +## Executive Summary +[2-3 paragraphs summarizing the problem, approach, and results] + +## 1. Define +### Problem Statement +[Quantified problem with business impact] + +### Charter +[Scope, timeline, team, success criteria] + +## 2. Measure +### Process Maps +[SIPOC, Value Stream Map, Flow Chart] + +### Baseline Performance +[Current state metrics with sigma levels] + +### Process Capability +[Cp/Cpk analysis, variation assessment] + +## 3. Analyze +### Root Cause Analysis +[5 Whys, Fishbone, Pareto analysis] + +### Validated Causes +[Prioritized list with evidence] + +## 4. Improve +### Solutions Considered +[Options matrix with evaluation] + +### Selected Solution +[Detailed design and implementation plan] + +### Results +[Before/after comparison with quantified impact] + +## 5. Control +### Control Plan +[Monitoring approach and response protocols] + +### Sustained Performance +[Current metrics with trend analysis] + +### Handover +[Documentation and knowledge transfer summary] + +## Financial Impact +| Category | Amount | +|----------|--------| +| Cost savings (annual) | $[Amount] | +| Revenue impact | $[Amount] | +| One-time implementation cost | $[Amount] | +| ROI | [X%] | +| Payback period | [X months] | +``` + +## Notes + +- Always baseline current performance before proposing improvements +- Use statistical methods to validate root causes, not just intuition +- Pilot solutions before full rollout whenever possible +- Ensure control mechanisms are practical and sustainable +- Document everything for knowledge transfer and audit trails +- Engage process owners early and throughout the improvement journey +- Consider digital/automation opportunities in the improve phase +- TIMWOODS waste categories should be reviewed for every process +- Incorporate AI/ML for process mining and pattern detection +- Apply intelligent automation (IPA) for cognitive tasks +- Use digital twins for process simulation before implementation +- Consider sustainability (green lean) in improvement designs +- Apply predictive analytics for proactive control mechanisms +- Include cybersecurity considerations in process digitization +- Leverage low-code platforms for rapid improvement implementation diff --git a/management-consulting/commands/project-close.md b/management-consulting/commands/project-close.md new file mode 100644 index 0000000..07a9b4c --- /dev/null +++ b/management-consulting/commands/project-close.md @@ -0,0 +1,466 @@ +--- +description: Execute project closure including final deliverables, knowledge transfer, and lessons learned. Use when completing consulting engagements, concluding transformation initiatives, or formalizing project wrap-up. +argument-hint: "" +--- + +# /project-close -- Project Closure and Handover + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Execute comprehensive project closure following consulting best practices. Manages deliverables handover, knowledge transfer, final reporting, and captures lessons learned for organizational learning. + +## Invocation + +``` +/project-close [project name and closure context] +``` + +If no context is provided, ask the user to describe the project, closure type, and any specific requirements. + +## Workflow + +### Step 1: Assess Closure Readiness + +Verify completion criteria are met: + +``` +## Closure Readiness Assessment + +### Completion Criteria Review +| Criterion | Status | Evidence | Owner | +|-----------|--------|----------|-------| +| All deliverables complete | [✓/✗] | [Location] | [Name] | +| Objectives achieved | [✓/✗] | [Evidence] | [Name] | +| Budget reconciled | [✓/✗] | [Documentation] | [Name] | +| Stakeholder sign-off | [✓/✗] | [Document] | [Name] | +| Resources released | [✓/✗] | [Confirmation] | [Name] | +| Contracts closed | [✓/✗] | [Documentation] | [Name] | + +### Pre-Closure Checklist +- [ ] Final deliverables accepted by client +- [ ] Final invoice submitted (if applicable) +- [ ] Final status report approved +- [ ] All project issues resolved +- [ ] Change requests documented and closed +- [ ] Vendors/contractors notified +- [ ] Equipment/assets returned +- [ ] Access credentials revoked +- [ ] Team feedback collected + +### Closure Type +| Type | Description | Requirements | +|------|-------------|--------------| +| Successful Completion | All objectives met | Full closure | +| Early Termination | Project cancelled | Document rationale | +| On Hold | Suspended temporarily | Document conditions | +| Rolled into BAU | Integrated into operations | Full handover | +``` + +### Step 2: Handover Deliverables + +Transfer all project outputs to the client: + +``` +## Deliverable Handover + +### Final Deliverables Inventory +| Deliverable | Version | Location | Handover Status | +|-------------|---------|----------|-----------------| +| [Deliverable 1] | [vX.X] | [Location] | [Complete/Pending] | +| [Deliverable 2] | [vX.X] | [Location] | [Complete/Pending] | +| [Deliverable 3] | [vX.X] | [Location] | [Complete/Pending] | + +### Handover Documentation + +#### User Handover Package +| Document | Description | Format | +|----------|-------------|--------| +| User Guide | How to use deliverables | [PDF/Word] | +| Quick Start | Getting started guide | [PDF] | +| FAQ | Common questions | [Document] | +| Training Materials | User training content | [Materials] | + +#### Technical Handover Package +| Document | Description | Format | +|----------|-------------|--------| +| Technical Documentation | System/technical specs | [Location] | +| Architecture Diagrams | System design | [Diagrams] | +| API Documentation | Integration specs | [Location] | +| Support Contacts | Technical support info | [Document] | + +### Client Acceptance +``` +## Client Acceptance Certificate + +Project Name: [Project Name] +Client: [Client Organization] +Consulting Firm: [Firm Name] +Completion Date: [Date] + +DELIVERABLES ACCEPTED: +1. [Deliverable 1] - [Status] +2. [Deliverable 2] - [Status] + +By signing below, the client confirms: +- All deliverables have been received and are acceptable +- All outstanding issues have been resolved +- The project is formally closed + +Client Representative: _________________ Date: __________ +[Name/Title] + +Consulting Representative: _________________ Date: __________ +[Name/Title] +``` +``` + +### Step 3: Conduct Knowledge Transfer + +Ensure the client can operate independently: + +``` +## Knowledge Transfer + +### Knowledge Transfer Methods +| Method | Best For | Tools/Platforms | +|--------|----------|------------------| +| Live workshop | Complex processes | Digital collaboration tools | +| Recorded video | Procedural knowledge | Video recording tools | +| Documentation | Reference materials | Notion, Confluence | +| Interactive guides | Step-by-step tasks | WalkMe, Appcues | +| Async Q&A | Global teams | Slack, Teams | +| AI chatbot/Knowledge base | Ongoing support | Custom AI assistant | + +### Knowledge Transfer Plan +| Topic | Transfer Method | Recipient | Date | Status | +|-------|----------------|-----------|------|--------| +| [Topic 1] | [Workshop/Manual/Training/Video] | [Name] | [Date] | [Complete/Pending] | +| [Topic 2] | [Workshop/Manual/Training/Video] | [Name] | [Date] | [Complete/Pending] | + +### Digital Knowledge Handover Package +``` +#### Digital Knowledge Package +| Document | Format | Platform | Access | +|----------|--------|----------|--------| +| Process documentation | Interactive | Notion/Confluence | Client access | +| Video tutorials | Streaming format | Video hosting platform | Link shared | +| Runbook | Markdown/HTML | GitWiki | URL provided | +| Decision database | Searchable | AI-enabled KB | Client setup | +| Architecture diagrams | Diagram format | Shared link | Access granted | +| AI/ML models (if applicable) | Model files | Cloud/Repository | Transfer complete | +``` + +### Knowledge Transfer Sessions +``` +## Session 1: [Topic] +- Duration: [X hours] +- Presenter: [Name] +- Attendees: [Names] +- Key Points Covered: + 1. [Point] + 2. [Point] + 3. [Point] +- Questions Addressed: + - [Q]: [A] + - [Q]: [A] +- Follow-up Required: [Yes/No] + +## Session 2: [Topic] +[Same structure] +``` + +### Documentation for Operations +| Document | Purpose | Owner | Location | +|----------|---------|-------|----------| +| Run Book | Day-to-day operations | [Role] | [Location] | +| Support Guide | Troubleshooting | [Role] | [Location] | +| Escalation Matrix | Issue escalation | [Role] | [Location] | +| Contact List | Key contacts | [Role] | [Location] | + +### Support Transition +- **Transition Period**: [Date] to [Date] +- **Hypercare Support**: [X weeks] +- **BAU Support**: [Contact details] +- **Escalation Path**: [Details] +``` + +### Step 4: Document Lessons Learned + +Capture insights for organizational improvement: + +``` +## Lessons Learned + +### Retrospective Formats + +#### 1. Start / Stop / Continue +``` +### Start +- [Practice to begin] + +### Stop +- [Practice to discontinue] + +### Continue +- [Practice to maintain] +``` + +#### 2. 4Ls (Liked, Learned, Lacked, Longed For) +``` +### Liked +- [What worked well] + +### Learned +- [New knowledge gained] + +### Lacked +- [What was missing] + +### Longed For +- [What we wish we had] +``` + +#### 3. Sailboat Method +``` + Wind (helps us move forward) + ↑ + | + [ANCHOR] ←→ [ROCKS] +(slowing us) (risks) + | + ↓ + [ISLAND] + (destination) +``` + +### What Went Well +| Area | Success Factor | Evidence | +|------|---------------|----------| +| [Area 1] | [What worked] | [Example] | +| [Area 2] | [What worked] | [Example] | + +### What Could Be Improved +| Area | Challenge | Recommendation | +|------|-----------|----------------| +| [Area 1] | [What didn't work] | [How to improve] | +| [Area 2] | [What didn't work] | [How to improve] | + +### Digital Transformation Lessons +| Category | Lesson | Application | +|----------|--------|------------| +| AI/ML Implementation | [Key learning] | [How to apply] | +| Data Strategy | [Key learning] | [How to apply] | +| Digital Adoption | [Key learning] | [How to apply] | + +### Process Improvement Recommendations +| Recommendation | Priority | Expected Benefit | Effort | +|----------------|----------|------------------|--------| +| [Rec 1] | [High/Med/Low] | [Benefit] | [High/Med/Low] | +| [Rec 2] | [High/Med/Low] | [Benefit] | [High/Med/Low] | + +### Lessons Learned Session +``` +## Session: [Project Name] Retrospective +Date: [Date] +Participants: [Names] +Format: [In-person/Virtual/Hybrid] + +## Key Insights +1. [Insight and its source] +2. [Insight and its source] + +## Quotes +"[Quote from participant]" - [Name] +"[Quote from participant]" - [Name] + +## Digital Tools Adopted +- [Tool 1]: [Usage context] +- [Tool 2]: [Usage context] + +## AI/Technology Learnings +[Specific learnings about technology used in the project] +``` +``` + +### Step 5: Finalize Administrative Closure + +Complete all administrative tasks: + +``` +## Administrative Closure + +### Financial Closure +| Item | Amount | Status | +|------|--------|--------| +| Total Budget | $[Amount] | - | +| Actual Spend | $[Amount] | - | +| Variance | $[Amount] ([X]%) | - | +| Final Invoice | $[Amount] | [Sent/Paid] | +| Final Expenses | $[Amount] | [Submitted] | + +### Resource Release +| Resource | Assignment End | Status | +|----------|----------------|--------| +| [Team Member 1] | [Date] | [Released] | +| [Team Member 2] | [Date] | [Released] | + +### Contract Closure +| Contract | Vendor | Final Payment | Status | +|----------|--------|---------------|--------| +| [Contract 1] | [Vendor] | $[Amount] | [Closed] | + +### Documentation Archive +| Document | Location | Retention | +|----------|----------|-----------| +| Project Charter | [Location] | [X years] | +| Status Reports | [Location] | [X years] | +| Deliverables | [Location] | [Per policy] | +| Lessons Learned | [Location] | [X years] | + +### Team Recognition +| Team Member | Contribution | Recognition | +|-------------|--------------|-------------| +| [Name] | [Contribution] | [Recognition type] | +``` +``` + +### Step 6: Conduct Final Reporting + +Create the final project summary: + +``` +## Final Project Report + +### Project Summary +| Field | Value | +|-------|-------| +| Project Name | [Name] | +| Client | [Organization] | +| Project Manager | [Name] | +| Start Date | [Date] | +| End Date | [Date] | +| Total Duration | [X months] | +| Final Budget | $[Amount] | +| Final Spend | $[Amount] | +| Budget Variance | $[Amount] ([X]%) | + +### Objectives Achievement +| Objective | Target | Achieved | Evidence | +|-----------|--------|----------|----------| +| [Obj 1] | [Target] | [Yes/No/Partial] | [Evidence] | +| [Obj 2] | [Target] | [Yes/No/Partial] | [Evidence] | + +### Deliverables Summary +- Total Planned: [n] +- Completed: [n] +- Accepted: [n] + +### Benefits Realized +| Benefit | Target | Actual | Variance | +|---------|--------|--------|----------| +| [Benefit 1] | $[Target] | $[Actual] | [Variance] | +| [Benefit 2] | [Target] | [Actual] | [Variance] | + +### Key Success Factors +1. [Factor 1] +2. [Factor 2] +3. [Factor 3] + +### Challenges Overcome +1. [Challenge 1] - [How addressed] +2. [Challenge 2] - [How addressed] + +### Client Feedback +"[Feedback quote]" - [Client Name, Title] + +### Recommendations +1. [Recommendation] +2. [Recommendation] +``` + +## Output Format + +``` +# Project Closure Report: [Project Name] + +## Executive Summary +[Overview: objectives, outcomes, key metrics] + +## 1. Project Overview +### Objectives +[List of original objectives] + +### Scope +[What was included and excluded] + +### Timeline +| Phase | Start | End | Duration | +|-------|-------|-----|----------| +| [Phase 1] | [Date] | [Date] | [Weeks] | + +## 2. Deliverables +### Completed Deliverables +[List with status and location] + +### Handover Status +[Confirmation of handover completion] + +## 3. Financial Summary +### Budget Performance +| Metric | Budget | Actual | Variance | +|--------|--------|--------|----------| +| Total | $[X] | $[X] | $[X] | + +## 4. Benefits +### Achieved Benefits +[List quantified benefits] + +### Expected Future Benefits +[List benefits to be realized post-project] + +## 5. Lessons Learned +### Success Factors +[What worked well] + +### Improvement Areas +[What could be improved] + +### Recommendations +[Specific recommendations for future projects] + +## 6. Team Recognition +[Recognition of team contributions] + +## 7. Appendices +### A: Deliverable Inventory +[Complete list] + +### B: Change Log +[All changes made] + +### C: Risk Register +[Final risk status] + +### D: Stakeholder List +[Final stakeholder register] + +--- +Report Prepared By: [Name] +Date: [Date] +Client Acceptance Date: [Date] +``` + +## Notes + +- Don't skip lessons learned - they're invaluable for organizational learning +- Ensure handover is complete before reducing support +- Get formal sign-off on acceptance certificates +- Archive all project documentation properly +- Release resources promptly when work is done +- Follow up on any post-project commitments +- Celebrate team success before closing +- Conduct a proper retrospective, not just paperwork +- Ensure client is fully equipped to operate independently +- Document any ongoing obligations or warranties +- Close out all contracts and financial obligations +- Update organizational knowledge bases with lessons diff --git a/management-consulting/commands/proposal-develop.md b/management-consulting/commands/proposal-develop.md new file mode 100644 index 0000000..05123da --- /dev/null +++ b/management-consulting/commands/proposal-develop.md @@ -0,0 +1,256 @@ +--- +description: Develop comprehensive consulting proposal with value proposition, methodology, team, and pricing +argument-hint: " " +--- + +# /proposal-develop -- Consulting Proposal Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create a compelling consulting proposal that wins engagements. Structures the proposal around client needs, differentiators, and proven methodologies. + +## Invocation + +``` +/proposal-develop [client name] [engagement type] +``` + +If parameters are not provided, ask the user for: +- Client name and background +- Engagement type (strategy, transformation, implementation, due diligence, etc.) +- Scope and objectives + +## Workflow + +### Step 1: Understand the Client Context + +Gather or confirm: + +1. **Client background** + - Industry and market position + - Recent news or strategic initiatives + - Current challenges and opportunities + +2. **Engagement scope** + - Problem statement + - Desired outcomes + - Scope boundaries + - Timeline expectations + +3. **Decision process** + - Who decides? + - Timeline for decision + - Evaluation criteria (if known) + +### Step 2: Structure the Proposal + +A winning consulting proposal follows this client-focused structure — lead with their challenges, not your credentials: + +``` +## 1. Executive Summary +[1 page max: Standalone cover letter that leads with outcomes] + +## 2. Understanding Your Challenges +[Context setting - demonstrate client knowledge, use their language] + +## 3. Our Recommended Approach +[Methodology and work plan — framed as solution to their specific challenges] + +## 4. What This Delivers +[Quantified outcomes, ROI, impact — tie directly to their stated priorities] + +## 5. Why [Our Firm] +[Differentiation and relevant experience — credibility to deliver] + +## 6. Team +[Key team members and credentials] + +## 7. Client References +[Relevant case studies with quantified results] + +## 8. Investment +[Pricing and commercial terms] + +## 9. Next Steps +[Clear call to action] +``` + +### Step 3: Develop Each Section + +#### Executive Summary (1 page) + +Write this LAST but position it FIRST. It must lead with client outcomes, not firm credentials: + +``` +## Executive Summary + +[Client Name] seeks to [their stated objective]. Based on our understanding of your challenges, we propose [solution approach] that will deliver [specific quantified outcome]. + +**The Outcome You'll Achieve** +- [Primary outcome with metric] +- [Secondary outcome with metric] +- [Tertiary outcome with metric] + +**Why [Our Firm]** +We bring [differentiator 1], [differentiator 2], and [differentiator 3] — enabling us to deliver [specific outcome] with confidence. + +**Our Approach** +We will [high-level methodology] over [timeline], structured in [number] phases, delivering [key deliverables]. + +**Investment** +[Range or structure with value emphasis] + +**Next Steps** +[One clear, low-friction action — e.g., "A 30-minute call to align on scope"] +``` + +#### Understanding Your Challenges + +Demonstrate client knowledge: + +- Reference specific challenges they face +- Use their terminology and priorities +- Acknowledge constraints and context + +#### Our Approach + +Present methodology clearly: + +``` +## Proposed Approach + +### Phase 1: [Name] — [Duration] +**Objective**: [What we achieve] + +**Key Activities**: +- [Activity 1] +- [Activity 2] + +**Deliverables**: +- [Deliverable 1] +- [Deliverable 2] + +### Phase 2: [Name] — [Duration] +[...] + +### Critical Success Factors +- [Factor 1] +- [Factor 2] +``` + +#### Why [Our Firm] + +Articulate differentiators: + +``` +## Why [Our Firm] + +### Deep Expertise in [Client Industry] +- [Relevant statistic or experience] + +### Proven Methodology +- [Methodology differentiator] + +### Relevant Client Results +- [Case study 1]: [Result] +- [Case study 2]: [Result] +``` + +#### Team + +Present key team members: + +``` +## Proposed Team + +### [Partner Name], Partner +[Role on engagement] +[Relevant experience - 2-3 bullets] +[Notable credentials] + +### [Manager Name], Engagement Manager +[Role on engagement] +[Relevant experience - 2-3 bullets] + +[Optional: Org chart or full team matrix] +``` + +#### Client References + +Include relevant case studies: + +``` +## Relevant Client Experience + +### [Client 1] — [Industry] +**Challenge**: [What they faced] +**Approach**: [What we did] +**Results**: [Quantified outcomes] + +### [Client 2] — [Industry] +[Same structure] +``` + +#### Commercial Terms + +Present pricing professionally: + +``` +## Investment + +Our proposed fee is [structure]: + +| Phase | Fee | Timing | +|-------|-----|--------| +| Phase 1 | $XX | [Date] | +| Phase 2 | $XX | [Date] | +| Total | $XX | | + +**Includes**: +- [Included item 1] +- [Included item 2] + +**Excludes**: +- [Excluded item 1 - if applicable] + +**Assumptions**: +- [Assumption 1] +- [Assumption 2] +``` + +### Step 4: Differentiate and Persuade + +Throughout the proposal, weave in client-focused storytelling and evidence: + +- **Lead with outcomes**: Start each section with what this delivers for them +- **Specificity**: Use client names, data, and quantified results — no generic claims +- **Evidence-based credibility**: Case studies with measurable impact, not just credentials +- **Clear differentiation**: Why YOU — specific, not generic "best consultants" +- **Tie to their priorities**: Every section connects back to their stated objectives +- **Low-friction next steps**: One clear action, not a menu of options + +## Output Format + +Generate a complete proposal document with all sections. Include: + +1. **Cover page** (title, client, date, confidentiality notice) +2. **Executive summary** (1 page standalone) +3. **Full proposal** (as structured above) +4. **Appendix** (optional: detailed methodology, team bios, case studies) + +After generating, ask: + +> "Would you like me to: +> - Adjust the tone or emphasis? +> - Add specific case studies or credentials? +> - Develop the commercial terms in more detail? +> - Create a presentation deck version for oral delivery?" + +## Notes + +- Keep executive summary to ONE page — it may be the only thing read +- Use the client's language and priorities throughout +- Quantify results wherever possible +- Make the "why us" section memorable and specific +- Include clear, low-friction next steps +- If working from RFP analysis, carry forward the win themes diff --git a/management-consulting/commands/report-generate.md b/management-consulting/commands/report-generate.md new file mode 100644 index 0000000..5c22191 --- /dev/null +++ b/management-consulting/commands/report-generate.md @@ -0,0 +1,349 @@ +--- +description: Generate strategic consulting reports and recommendations. Use when producing formal client deliverables, assessment reports, strategy documents, or any comprehensive written analysis requiring professional structure and executive formatting. +argument-hint: "" +--- + +# /report-generate -- Strategic Report Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Generate professional consulting reports using structured methodology and formatting standards. Creates formal deliverables that communicate complex analysis with clarity and impact. + +## Invocation + +``` +/report-generate [report topic and key findings] +``` + +If no topic is provided, ask the user to describe the report purpose, audience, and key findings. + +## Workflow + +### Step 1: Define Report Parameters + +Establish the report framework: + +``` +## Report Definition + +### Purpose +- **Primary objective**: [What the report should achieve] +- **Audience**: [Who will read this - executives, board, team, etc.] +- **Decision to enable**: [What decision does this support?] + +### Report Type +- [ ] Strategic assessment +- [ ] Due diligence report +- [ ] Implementation plan +- [ ] Performance review +- [ ] Recommendations document +- [ ] Status report +- [ ] White paper / thought leadership + +### Structure Template +| Section | Purpose | Length | +|---------|---------|--------| +| Executive Summary | Bottom-line up front | 1-2 pages | +| Situation/Context | Establish common ground | 2-3 pages | +| Analysis | Evidence and findings | 8-12 pages | +| Recommendations | What to do | 3-5 pages | +| Implementation | How to do it | 4-6 pages | +| Appendices | Supporting detail | As needed | + +### Tone and Style +- **Voice**: [Expert / Collaborative / Direct] +- **Technical level**: [Executive summary / Detailed / Technical] +- **Format**: [Formal report / Executive briefing / Working document] +- **Length**: [Total page target] +``` + +### Step 2: Structure the Narrative + +Apply consulting report architecture: + +``` +## Report Narrative Structure + +### The SCQA Framework +``` +SITUATION → "This is where we are..." + │ (Establish context) + ▼ +COMPLICATION → "This is the problem..." + │ (What's changed, what's at risk) + ▼ +QUESTION → "This is what we must answer..." + │ (The central question) + ▼ +ANSWER → "This is what we recommend..." + (The recommendation) +``` + +### Alternative: The "Answer First" Structure +``` +[EXECUTIVE SUMMARY - full message here] + +1. THE QUESTION + [What we were asked to address] + +2. THE ANSWER + [Our recommendation in brief] + +3. SUPPORTING EVIDENCE + [Analysis section by section] + +4. REQUIRED ACTIONS + [What needs to happen] + +5. APPENDICES + [Supporting detail] +``` + +### Section Templates + +#### Executive Summary Template +``` +## Executive Summary + +### Bottom Line +[One paragraph: the answer, the impact, the recommendation] + +### Key Findings +1. [Finding 1 - quantified where possible] +2. [Finding 2 - quantified where possible] +3. [Finding 3 - quantified where possible] + +### Recommendations +- [Recommendation 1] +- [Recommendation 2] +- [Recommendation 3] + +### Expected Outcomes +| Outcome | Impact | Timeline | +|---------|--------|----------| +| [Outcome 1] | $[Impact] | [Date] | +| [Outcome 2] | $[Impact] | [Date] | + +### Next Steps +[Immediate actions required] +``` + +#### Analysis Section Template +``` +## [Section Title] + +### Headline +[One sentence capturing the key finding] + +### Supporting Evidence +| Data Point | Source | Implication | +|------------|--------|-------------| +| [Point 1] | [Source] | [Implication] | +| [Point 2] | [Source] | [Implication] | + +### Analysis +[Paragraph explaining the evidence and its meaning] + +### Implications +- [Implication 1 for the business] +- [Implication 2 for the business] +``` + +#### Recommendation Section Template +``` +## [Recommendation Title] + +### The Recommendation +[Clear statement of what should be done] + +### Rationale +[Why this is the right course of action] + +### Supporting Evidence +| Evidence Type | Source | Key Insight | +|---------------|--------|-------------| +| [Market data] | [Source] | [Insight] | +| [Financial analysis] | [Source] | [Insight] | +| [Best practice] | [Source] | [Insight] | + +### Impact +| Metric | Current | Projected | Change | +|--------|---------|-----------|--------| +| [Revenue] | $[X] | $[Y] | [Z%] | +| [Cost] | $[X] | $[Y] | [Z%] | +| [Margin] | [X%] | [Y%] | [Z pts] | + +### Risks and Mitigations +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [L/M/H] | [L/M/H] | [Mitigation] | +``` +``` + +### Step 3: Develop Content + +Create the report content: + +``` +## Content Development + +### Writing Standards +| Element | Standard | +|---------|----------| +| Sentence length | Max 25 words | +| Paragraph length | Max 4 sentences | +| Headlines | Action-oriented, specific | +| Numbers | Always quantify where possible | +| Dates | Always specify, avoid "soon", "later" | +| Names | Use full names for people, full for orgs | +| Jargon | Avoid or define all technical terms | + +### Evidence Standards +| Type | Requirement | +|------|-------------| +| Data | Source, date, methodology noted | +| Quotes | Named sources, verified | +| Benchmarks | Comparable sources cited | +| Expert opinions | Named experts where possible | +| Case studies | Specific examples with results | + +### Visual Elements +| Element | When to Use | +|---------|-------------| +| Tables | Comparing multiple options/items | +| Charts | Showing trends, proportions, relationships | +| Diagrams | Explaining processes, structures | +| Maps | Geographic data, locations | +| Infographics | Complex data stories | +| Images | Human element, real examples | +``` + +### Step 4: Format and Polish + +Ensure professional presentation: + +``` +## Formatting Standards + +### Document Structure +``` +[Company/Firm Logo] +[T Report Title] +[Date] +[Classification: Confidential / Internal / Public] + +Table of Contents + +Executive Summary + +1. Introduction / Context +2. Methodology (if applicable) +3. Findings / Analysis +4. Recommendations +5. Implementation Plan +6. Appendices +``` + +### Typography +- Headlines: Bold, 14-16pt +- Body text: Regular, 11-12pt +- Captions: Italic, 10pt +- Line spacing: 1.15-1.5 + +### Charts and Tables +- Always have a title +- Include source notes +- Highlight key data visually +- Use consistent color schemes +- No chartjunk - remove unnecessary elements + +### Quality Checklist +- [ ] Executive summary stands alone +- [ ] Every finding has evidence +- [ ] Every recommendation has rationale +- [ ] All numbers are sourced +- [ ] All terms are defined +- [ ] Formatting is consistent +- [ ] Grammar and spelling perfect +- [ ] Page numbers present +- [ ] Table of contents accurate +- [ ] Version control noted +``` + +## Output Format + +``` +# Strategic Report: [Report Title] + +## Document Control +| Field | Value | +|-------|-------| +| Version | [X.X] | +| Date | [Date] | +| Classification | [Level] | +| Author | [Name] | +| Reviewer | [Name] | + +## Executive Summary +[1-2 pages, standalone summary of entire report] + +## 1. Introduction +### Purpose +[Why this report was commissioned] + +### Scope +[What is and isn't covered] + +### Methodology +[How the analysis was conducted] + +## 2. [Section Title] +### [Subsection] +[Content...] + +[Repeat for all sections] + +## N. Recommendations +### Priority Recommendations +[Ranked list] + +### Supporting Analysis +[Key findings that support recommendations] + +## N+1. Implementation +### Roadmap +[Phased approach] + +### Resource Requirements +[People, budget, timeline] + +### Success Metrics +[How to measure success] + +## Appendices +### A: [Appendix Title] +[Detailed supporting content] + +### B: [Appendix Title] +[Detailed supporting content] +``` + +## Notes + +- Always write the executive summary last +- The executive summary should be readable in 5 minutes +- Every recommendation needs clear rationale +- Quantify everything: time, money, impact +- Use the "elevator test" - can someone understand the gist from scanning? +- Be direct - avoid hedge words like "perhaps", "might", "may" +- Use active voice: "We recommend" not "It is recommended" +- Include specific owners and dates for all actions +- Always consider what could go wrong and address it +- Professional reports are about clarity, not impressing with complexity +- Have someone else review before finalizing +- Check that the conclusion matches the evidence +- Ensure the report answers the original question +- Add ESG/sustainability considerations where relevant +- Use data visualization tools for charts +- Consider interactive/digital report formats for client portals +- Include scenario analysis for uncertainty quantification diff --git a/management-consulting/commands/rfp-analyze.md b/management-consulting/commands/rfp-analyze.md new file mode 100644 index 0000000..dcd178d --- /dev/null +++ b/management-consulting/commands/rfp-analyze.md @@ -0,0 +1,174 @@ +--- +description: Analyze RFP requirements, evaluation criteria, win themes, and response strategy +argument-hint: "" +--- + +# /rfp-analyze -- RFP Analysis and Response Strategy + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Analyze a Request for Proposal to understand requirements, evaluation criteria, and develop a winning response strategy. Identifies win themes, competitive positioning, and key pursuits. + +## Invocation + +``` +/rfp-analyze [RFP document or URL] +``` + +If no document is provided, ask the user to provide the RFP content (paste, upload, or link). + +## Workflow + +### Step 1: Parse RFP Structure + +Accept and parse the RFP document. Identify: + +- **Client organization** and background +- **Problem statement** — what challenge are they trying to solve? +- **Scope of work** — what are they asking for? +- **Deliverables** — what will be required? +- **Timeline** — key dates and deadlines +- **Budget** — if disclosed +- **Evaluation criteria** — how will responses be scored? +- **Submission requirements** — format, length, required sections + +### Step 2: Analyze Evaluation Criteria + +Break down the evaluation framework: + +``` +## RFP Evaluation Criteria Analysis + +| Criterion | Weight | Interpretation | Our Strength | +|-----------|--------|----------------|---------------| +| [Criterion 1] | X% | [What they really want] | [High/Med/Low] | +| [Criterion 2] | X% | [What they really want] | [High/Med/Low] | +| ... | ... | ... | ... | +``` + +**Key questions:** +- What matters most? (highest weight) +- What is differentiated vs. table stakes? +- What are they explicitly vs. implicitly evaluating? + +### Step 3: Identify Win Themes + +Develop 3-5 compelling win themes that are laser-locked to what the client explicitly stated they're evaluating. Each theme should focus on the "why" rather than just the "what": + +``` +## Win Themes + +### Theme 1: [Differentiator] +- **Why it wins**: [Client pain point] is their #1 priority — address this directly +- **Evidence**: [Quantifiable case study or statistic with measurable outcomes] +- **Alignment**: [Explicitly maps to evaluation criterion X] + +### Theme 2: [Methodology] +- **Why it wins**: They need [specific approach] to solve [their problem] +- **Evidence**: [Methodology track record with specific results] +- **Alignment**: [Maps to evaluation criterion Y] + +### Theme 3: [Team] +- **Why it wins**: They value [team characteristics] for [specific reason] +- **Evidence**: [Relevant experience with measurable impact] +- **Alignment**: [Maps to evaluation criterion Z] +``` + +### Step 4: Assess Competitive Position + +Analyze the competitive landscape: + +- **Known competitors**: Who is likely bidding? +- **Our advantages**: Where do we win against each? +- **Our vulnerabilities**: Where do we need to mitigate? +- **Gaps**: What do we need to address in our response? + +### Step 5: Develop Response Strategy + +Create a response strategy document following the strength-based approach: compliance + responsiveness + persuasion + credibility. + +``` +## Response Strategy + +### Foundation: Compliance and Responsiveness +- **Must-pass requirements**: [Non-negotiable criteria that must be addressed] +- **Scored requirements**: [Weighted criteria we must address well] + +### Strength-Based Strategy (Tier 1 - Primary Win Themes) +- [Win theme 1] → directly addresses highest-weighted criterion +- [Win theme 2] → addresses second-highest criterion +- [Win theme 3] → differentiator that sets us apart + +### Persuasion Elements (Tier 2 - Supporting Evidence) +- [Relevant case study with quantifiable results] +- [Methodology credentials] + +### Credibility Markers (Tier 3 - Trust Building) +- [Relevant certifications] +- [Team credentials] + +### Response Approach +- **Structure**: Lead with their priorities, not your history — open with solution, not capabilities +- **Length**: [Page/section limits] +- **Tone**: Client-focused, outcome-oriented, specific +- **Visuals**: Use data visualization to demonstrate impact, not decorative graphics + +### Timeline +- [Milestone 1]: [Date] +- [Milestone 2]: [Date] +- Submission deadline: [Date] + +### Resource Requirements +- [Role 1]: [Effort estimate] +- [Role 2]: [Effort estimate] +``` + +## Output Format + +``` +# RFP Analysis: [Client Name] - [Project Name] + +## Executive Summary +[2-3 sentence overview of what they want and how we should respond] + +## Opportunity Assessment +- **Fit score**: [High / Medium / Low] +- **Estimated value**: [Range if available] +- **Win probability**: [Initial assessment with rationale] +- **Resource requirement**: [High / Medium / Low] + +## Client Context +### Problem Statement +[What challenge they're solving] + +### Key Stakeholders +[Who is involved in decision] + +### Constraints & Considerations +[Any budget, timeline, or scope constraints] + +## Evaluation Breakdown +[Criteria analysis table] + +## Win Themes +[2-4 differentiated themes] + +## Competitive Landscape +[Known competitors and positioning] + +## Response Strategy +[Recommended approach] + +## Recommended Next Steps +1. [Immediate action] +2. [Short-term action] +3. [Go/No-Go decision point] +``` + +## Notes + +- Always note if evaluation criteria weightings are explicit or inferred +- If budget is not disclosed, flag this as a risk factor +- For complex RFPs, recommend breaking response development into sections with review gates +- If multiple stakeholders are involved, note different evaluation perspectives (technical vs. commercial) +- Flag any unusual or restrictive requirements that may indicate a preferred vendor diff --git a/management-consulting/commands/risk-register.md b/management-consulting/commands/risk-register.md new file mode 100644 index 0000000..827efe1 --- /dev/null +++ b/management-consulting/commands/risk-register.md @@ -0,0 +1,280 @@ +--- +description: Create and manage project risk registers with probability-impact analysis. Use when identifying, assessing, prioritizing, and developing mitigation strategies for project or business risks. +argument-hint: "" +--- + +# /risk-register -- Risk Identification and Management + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create comprehensive risk registers using probability-impact matrices and industry-standard risk management methodologies. Supports project risk identification, assessment, and mitigation planning. + +## Invocation + +``` +/risk-register [project or context for risk assessment] +``` + +If no context is provided, ask the user to describe the project or business context for risk identification. + +## Workflow + +### Step 1: Identify Risks + +Systematically identify potential risks using **ISO 31000 and COSO ERM frameworks**: + +``` +## Risk Identification + +### Risk Categories +| Category | Description | Example Risks | +|----------|-------------|---------------| +| Strategic | External factors affecting strategy | Market changes, competitor actions, AI disruption | +| Financial | Budget, cost, revenue risks | Cost overruns, currency fluctuation, inflation | +| Operational | Process, system, people risks | System failures, key person dependency, supply chain | +| Technical | Technology and technical risks | Technology obsolescence, integration issues, cybersecurity | +| Regulatory | Compliance and legal risks | Regulatory changes, compliance failures, data privacy | +| Reputational | Brand and perception risks | Negative publicity, service failures, ESG failures | +| Schedule | Timeline and delivery risks | Delays, dependencies | +| Quality | Output and deliverable risks | Defects, scope creep | +| **Digital/ML Risks** | Digital-specific risks | Model bias, algorithmic accountability, automation risks | +| **Climate/ESG** | Sustainability risks | Physical climate risks, transition risks, greenwashing | + +### Emerging Risk Areas +| Risk Type | Description | Relevance | +|-----------|-------------|-----------| +| AI Governance | Algorithmic decision-making accountability | High | +| Digital Trust | Cybersecurity, data privacy, deepfakes | High | +| Supply Chain Resilience | Geopolitical, climate-related disruptions | High | +| Workforce Transformation | Skills gaps, automation impact | Medium-High | +| Regulatory Change | AI regulation, ESG disclosure requirements | High | + +### Risk Identification Techniques +| Technique | Description | Best For | +|-----------|-------------|----------| +| Brainstorming | Open discussion with team | Early identification | +| Delphi Method | Anonymous expert input | Complex/technical risks | +| SWOT Analysis | Internal strengths/weaknesses, external threats/opportunities | Strategic risks | +| Checklists | Based on historical risks | Repeatable projects | +| Expert Judgment | Leverage experienced team members | Specialized domains | +| Root Cause Analysis | Work backwards from potential problems | Process risks | +| **Horizon Scanning** | Systematic future risk identification | Strategic risks | +| **Scenario Analysis** | Explore future risk scenarios | Long-term planning | + +### Initial Risk List +| Risk ID | Category | Risk Description | Trigger | Early Indicator | +|---------|----------|-------------------|---------|-----------------| +| R001 | [Cat] | [Description] | [What causes it] | [Early warning sign] | +| R002 | [Cat] | [Description] | [What causes it] | [Early warning sign] | +| R003 | [Digital/ML] | [Digital model performance degradation] | [Data drift, concept drift] | [Monitoring metrics] | +``` + +### Step 2: Assess and Score Risks + +Evaluate each risk's probability and impact: + +``` +## Risk Assessment + +### Probability Scale +| Level | Score | Description | Frequency | +|-------|-------|-------------|-----------| +| Very High | 5 | Almost certain to occur | >80% likelihood | +| High | 4 | Likely to occur | 60-80% likelihood | +| Medium | 3 | Might occur | 40-60% likelihood | +| Low | 2 | Unlikely to occur | 20-40% likelihood | +| Very Low | 1 | Rare | <20% likelihood | + +### Impact Scale +| Level | Score | Schedule | Cost | Quality | Reputation | +|-------|-------|----------|------|---------|------------| +| Very High | 5 | >30% delay | >20% over | Major defects | Severe damage | +| High | 4 | 15-30% delay | 10-20% over | Significant defects | Major damage | +| Medium | 3 | 5-15% delay | 5-10% over | Moderate defects | Moderate damage | +| Low | 2 | <5% delay | <5% over | Minor defects | Limited damage | +| Very Low | 1 | Minimal | Minimal | Cosmetic | Minor issue | + +### Risk Score Calculation +``` +Risk Score = Probability × Impact + +Score Range: +- 19-25: CRITICAL (Red) - Immediate action required +- 10-18: HIGH (Orange) - Priority mitigation needed +- 5-9: MEDIUM (Yellow) - Active monitoring +- 1-4: LOW (Green) - Accept with monitoring +``` + +### Probability-Impact Matrix +``` + IMPACT + 1 2 3 4 5 + ┌─────┬─────┬─────┬─────┬─────┐ + 5 │ 5 │ 10 │ 15 │ 20 │ 25 │ +P 4 │ 4 │ 8 │ 12 │ 16 │ 20 │ +R 3 │ 3 │ 6 │ 9 │ 12 │ 15 │ +O 2 │ 2 │ 4 │ 6 │ 8 │ 10 │ +B 1 │ 1 │ 2 │ 3 │ 4 │ 5 │ + └─────┴─────┴─────┴─────┴─────┘ + │ │ │ │ │ + LOW LOW MED HIGH CRIT + (1-4)(1-4)(5-9)(10-18)(19-25) +``` + +### Assessed Risks +| ID | Risk | Probability | Impact | Score | Status | +|----|------|-------------|--------|-------|--------| +| R001 | [Description] | [1-5] | [1-5] | [Score] | [Open] | +| R002 | [Description] | [1-5] | [1-5] | [Score] | [Open] | +``` + +### Step 3: Develop Mitigation Strategies + +Create responses for each risk: + +``` +## Risk Mitigation + +### Mitigation Strategy Options +| Strategy | Description | When to Use | +|----------|-------------|--------------| +| Avoid | Change approach to eliminate risk | High impact, high probability | +| Mitigate | Reduce probability or impact | Most common approach | +| Transfer | Shift risk to another party | Insurance, outsourcing | +| Accept | Acknowledge and monitor | Low impact, cost > benefit | +| Exploit | Increase probability of opportunity | For opportunities | + +### Risk Response Plan +| ID | Risk | Strategy | Response Actions | Owner | Due Date | +|----|------|----------|------------------|-------|----------| +| R001 | [Risk] | [Avoid/Mitigate/Transfer/Accept] | [Specific actions] | [Name] | [Date] | +| R002 | [Risk] | [Avoid/Mitigate/Transfer/Accept] | [Specific actions] | [Name] | [Date] | + +### Detailed Mitigation Plans + +#### Risk R001: [Risk Title] +**Strategy**: [Strategy chosen] + +**Mitigation Actions**: +| Action | Description | Owner | Timeline | Status | +|--------|-------------|-------|----------|--------| +| 1 | [Action] | [Name] | [Date] | [Complete/In Progress] | +| 2 | [Action] | [Name] | [Date] | [Complete/In Progress] | + +**Contingency Plan** (if risk occurs): +- [Specific response if risk materializes] +- [Fallback approach] + +**Cost of Mitigation**: $[Amount] +**Cost of Risk Occurrence**: $[Amount] +**Cost-Effective?**: [Yes/No] +``` + +### Step 4: Monitor and Review + +Establish ongoing risk management: + +``` +## Risk Monitoring + +### Risk Register Review Cadence +| Review Type | Frequency | Participants | Focus | +|-------------|-----------|--------------|-------| +| Status Check | Weekly | Project Manager | Trigger monitoring | +| Full Review | Monthly | Project Team | New risks, status changes | +| Deep Dive | Quarterly | Steering Committee | Trends, strategic risks | + +### Early Warning Indicators +| Risk ID | Early Warning Signal | Monitoring Method | Frequency | +|---------|---------------------|-------------------|-----------| +| R001 | [Signal] | [Method] | [Weekly] | +| R002 | [Signal] | [Method] | [Monthly] | + +### Risk Trends +| Metric | Current | Previous | Trend | +|--------|---------|----------|-------| +| Total Risks | [n] | [n] | [↑/→/↓] | +| High/Critical Risks | [n] | [n] | [↑/→/↓] | +| Closed Risks | [n] | [n] | [↑/→/↓] | +| Risks per Category | [n] | [n] | [↑/→/↓] | + +### Risk Trigger Log +| Date | Risk ID | Trigger Event | Response Taken | Outcome | +|------|---------|---------------|----------------|----------| +| [Date] | R001 | [What happened] | [Response] | [Result] | +``` + +## Output Format + +``` +# Risk Register: [Project/Program Name] + +## Executive Summary +- Total Risks Identified: [n] +- Critical/High Risks: [n] +- Risks Closed This Period: [n] +- Overall Risk Profile: [Improving/Stable/Deteriorating] + +## Risk Register + +### Critical Risks (Score 19-25) +| ID | Risk | Probability | Impact | Score | Mitigation | Owner | Status | +|----|------|-------------|--------|-------|------------|-------|--------| +| R001 | [Description] | [1-5] | [1-5] | [Score] | [Strategy] | [Name] | [Open] | + +### High Risks (Score 10-18) +| ID | Risk | Probability | Impact | Score | Mitigation | Owner | Status | +|----|------|-------------|--------|-------|------------|-------|--------| +| R002 | [Description] | [1-5] | [1-5] | [Score] | [Strategy] | [Name] | [Open] | + +### Medium Risks (Score 5-9) +| ID | Risk | Probability | Impact | Score | Mitigation | Owner | Status | +|----|------|-------------|--------|-------|------------|-------|--------| +| R003 | [Description] | [1-5] | [1-5] | [Score] | [Strategy] | [Name] | [Open] | + +### Low Risks (Score 1-4) +| ID | Risk | Probability | Impact | Score | Mitigation | Owner | Status | +|----|------|-------------|--------|-------|------------|-------|--------| +| R004 | [Description] | [1-5] | [1-5] | [Score] | [Strategy] | [Name] | [Open] | + +## Risk by Category +| Category | Count | Critical | High | Medium | Low | +|----------|-------|----------|------|--------|-----| +| Strategic | [n] | [n] | [n] | [n] | [n] | +| Financial | [n] | [n] | [n] | [n] | [n] | +| Operational | [n] | [n] | [n] | [n] | [n] | +| Technical | [n] | [n] | [n] | [n] | [n] | +| Regulatory | [n] | [n] | [n] | [n] | [n] | + +## Mitigation Cost Summary +| Total Mitigation Budget | Spent | Remaining | +|-------------------------|-------|------------| +| $[Amount] | $[Amount] | $[Amount] | + +## Trigger Log +[Record of when risks materialized and responses] + +## Review Schedule +- Next Review: [Date] +- Owner: [Name] +- Frequency: [Weekly/Monthly/Quarterly] + +--- +Register Last Updated: [Date] +Next Review: [Date] +``` + +## Notes + +- Review and update the risk register regularly +- Involve the team in risk identification - diverse perspectives find more risks +- Don't just identify risks - develop actionable responses +- Consider both threats and opportunities +- Document lessons learned for future projects +- Communicate risks clearly to stakeholders +- Prioritize mitigation efforts based on risk scores +- Monitor early warning indicators proactively +- Review risks at each project stage gate +- Consider residual risks after mitigation +- Accept only calculated, documented risks +- Never assume a risk has disappeared without verification diff --git a/management-consulting/commands/roadmap-create.md b/management-consulting/commands/roadmap-create.md new file mode 100644 index 0000000..69f3d8e --- /dev/null +++ b/management-consulting/commands/roadmap-create.md @@ -0,0 +1,235 @@ +--- +description: Create strategic roadmap with phases, milestones, and dependencies +argument-hint: " " +--- + +# /roadmap-create -- Strategic Roadmap Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Develop a comprehensive strategic roadmap that translates strategy into actionable phases with clear milestones, dependencies, and resource requirements. + +## Invocation + +``` +/roadmap-create [strategy or initiative] [timeframe] +``` + +If parameters not provided, ask for: +- Strategic initiative +- Planning horizon (1 year, 3 years, 5 years) +- Phase structure +- Key milestones + +## Workflow + +### Step 1: Define Roadmap Structure + +Determine the approach: + +``` +## Roadmap Approach + +### Time Horizon +- [X] years +- [X] phases + +### Phase Structure +| Phase | Duration | Focus | +|-------|----------|-------| +| Phase 1 | [Time] | [Foundation/Quick Wins] | +| Phase 2 | [Time] | [Build/Scale] | +| Phase 3 | [Time] | [Optimize/Mature] | + +### Key Principles +1. [Principle 1] +2. [Principle 2] +3. [Principle 3] +``` + +### Step 2: Define Phases + +Structure each phase: + +``` +## Phase 1: [Phase Name] — [Timeframe] + +### Objectives +- [Objective 1] +- [Objective 2] +- [Objective 3] + +### Key Initiatives +| Initiative | Description | Priority | Dependencies | +|------------|-------------|----------|---------------| +| [Initiative 1] | [Description] | [High] | [Dependencies] | +| [Initiative 2] | [Description] | [High] | [Dependencies] | +| [Initiative 3] | [Description] | [Medium] | [Dependencies] | + +### Deliverables +- [Deliverable 1] +- [Deliverable 2] + +### Success Criteria +| Criterion | Target | Measurement | +|-----------|--------|-------------| +| [Criterion 1] | [Target] | [How measured] | +| [Criterion 2] | [Target] | [How measured] | + +--- + +## Phase 2: [Phase Name] — [Timeframe] + +[Same structure] + +--- + +## Phase 3: [Phase Name] — [Timeframe] + +[Same structure] +``` + +### Step 3: Milestone Planning + +Define key milestones: + +``` +## Milestone Roadmap + +| Milestone | Target Date | Phase | Description | Success Criteria | +|-----------|-------------|-------|-------------|------------------| +| M1 | [Date] | Phase 1 | [Milestone] | [Criteria] | +| M2 | [Date] | Phase 1 | [Milestone] | [Criteria] | +| M3 | [Date] | Phase 2 | [Milestone] | [Criteria] | +| M4 | [Date] | Phase 2 | [Milestone] | [Criteria] | +| M5 | [Date] | Phase 3 | [Milestone] | [Criteria] | +| M6 | [Date] | Phase 3 | [Milestone] | [Criteria] | + +### Milestone Definitions + +#### M1: [Milestone Name] +- **Description**: [What happens] +- **Criteria**: [How we know we're there] +- **Dependencies**: [What must be complete] +- **Risks**: [What could delay] +``` + +### Step 4: Dependencies Mapping + +Identify dependencies: + +``` +## Dependency Map + +### Critical Dependencies +| Initiative | Depends On | Risk if Delayed | Mitigation | +|------------|------------|-----------------|------------| +| [Initiative] | [Dependency] | [Impact] | [Mitigation] | + +### Resource Dependencies +- [Dependency 1] +- [Dependency 2] + +### External Dependencies +- [Dependency 1] +- [Dependency 2] +``` + +### Step 5: Resource Planning + +Outline resources: + +``` +## Resource Requirements + +### By Phase + +| Resource Category | Phase 1 | Phase 2 | Phase 3 | Total | +|-------------------|---------|---------|---------|-------| +| FTEs | X | X | X | X | +| Capital | $X | $X | $X | $X | +| Opex | $X | $X | $X | $X | + +### By Year + +| Year | Investment | FTEs | Key Focus | +|------|------------|------|-----------| +| Year 1 | $X | X | [Focus] | +| Year 2 | $X | X | [Focus] | +| Year 3 | $X | X | [Focus] | +``` + +### Step 6: Risk and Contingency + +Document risks: + +``` +## Risk Assessment + +### Roadmap Risks +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | + +### Contingency Triggers +- [Trigger 1]: [Response] +- [Trigger 2]: [Response] +``` + +### Step 7: Governance + +Define roadmap management: + +``` +## Governance + +### Review Cadence +| Forum | Frequency | Purpose | +|-------|-----------|---------| +| Steering Committee | Quarterly | Phase approval, major decisions | +| Program Review | Monthly | Progress, issues, decisions | +| Team Standup | Weekly | Work coordination | + +### Decision Rights +| Decision Type | Decider | Process | +|---------------|---------|---------| +| Scope changes | Steering Committee | Approval | +| Timeline changes | Program Manager | Notification | +| Resource changes | Steering Committee | Approval | + +### Change Management +- [Process for adjusting roadmap] +``` + +## Output Format + +Generate: + +1. **Executive Overview** — High-level roadmap +2. **Phase Structure** — Detailed phase plans +3. **Milestone Timeline** — Key dates and criteria +4. **Dependencies** — Critical path and dependencies +5. **Resources** — Investment and FTE requirements +6. **Governance** — Management and review approach + +After generating, ask: + +> "Would you like me to: +> - Create a visual timeline graphic? +> - Develop detailed initiative plans for specific phases? +> - Add detailed resource plans? +> - Create an executive summary presentation?" + +## Notes + +- Link to strategy — every initiative should connect to strategic objective +- Be realistic about pace — organizations can only absorb so much change +- Prioritize — not everything can be "high priority" +- Make dependencies explicit — know the critical path +- Build in contingencies — things will change +- Review and update regularly — a roadmap is a living document +- Communicate clearly — different audiences need different views +- Balance ambition with feasibility — aggressive roadmaps need strong execution plans +- Consider agile/incremental approaches for uncertain environments +- Include quick wins early to build momentum and stakeholder confidence diff --git a/management-consulting/commands/sow-create.md b/management-consulting/commands/sow-create.md new file mode 100644 index 0000000..f929263 --- /dev/null +++ b/management-consulting/commands/sow-create.md @@ -0,0 +1,317 @@ +--- +description: Create detailed Statement of Work with scope, deliverables, timeline, governance, and commercial terms +argument-hint: " " +--- + +# /sow-create -- Statement of Work Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Develop a comprehensive Statement of Work that clearly defines scope, deliverables, timeline, governance, and commercial terms. Reduces scope disputes and establishes clear expectations. + +## Invocation + +``` +/sow-create [project name] [scope summary] +``` + +If parameters are not provided, ask for: +- Project/engagement name +- High-level scope and objectives +- Client organization +- Expected timeline + +## Workflow + +### Step 1: Define Project Context + +Gather or confirm: + +1. **Background** + - Business context and rationale + - Strategic importance + - Client organization details + +2. **Objectives** + - Primary objective (what success looks like) + - Secondary objectives + - Success metrics + +3. **Scope** + - What's IN scope + - What's explicitly OUT of scope + - Key assumptions + +### Step 2: Structure the SOW + +A comprehensive SOW includes: + +``` +## 1. Engagement Overview +## 2. Objectives & Success Criteria +## 3. Scope of Work +## 4. Approach & Methodology +## 5. Deliverables +## 6. Timeline & Milestones +## 7. Team & Roles +## 8. Governance +## 9. Assumptions & Dependencies +## 10. Commercial Terms +## 11. Acceptance Criteria +``` + +### Step 3: Develop Each Section + +The SOW must be exhaustive in scope definition to prevent scope creep. Modern best practices emphasize explicit out-of-scope declarations and clear acceptance criteria. + +#### Engagement Overview + +``` +## 1. Engagement Overview + +### Background +[2-3 paragraphs on why this engagement is needed] + +### Purpose +[What this SOW will accomplish] + +### Scope Overview +[Brief summary of what is included] +``` + +#### Objectives & Success Criteria + +``` +## 2. Objectives & Success Criteria + +### Primary Objective +[Clear statement of primary goal] + +### Success Criteria +The engagement will be considered successful when: + +| # | Criterion | Measurement | Target | +|---|-----------|-------------|--------| +| 1 | [Criterion 1] | [How measured] | [Target] | +| 2 | [Criterion 2] | [How measured] | [Target] | +| 3 | [Criterion 3] | [How measured] | [Target] | +``` + +#### Scope of Work + +Be exhaustive — list all tasks and deliverables. Crucially, define what is explicitly OUT of scope to prevent scope creep: + +``` +## 3. Scope of Work + +### In Scope +- [Deliverable or activity 1] +- [Deliverable or activity 2] +- [Deliverable or activity 3] + +### Out of Scope — Explicitly Excluded +- [Activity or deliverable 1 that client might assume is included] +- [Activity or deliverable 2 that client might assume is included] +- [These exclusions prevent scope creep and misaligned expectations] + +### Assumptions +- [Assumption 1] +- [Assumption 2] + +### Dependencies +- [External dependency 1 - client action required] +- [External dependency 2 - third-party action required] +``` + +#### Approach & Methodology + +``` +## 4. Approach & Methodology + +### Methodology +[Brief description of approach - e.g., hypothesis-driven, design thinking, etc.] + +### Phase Structure + +| Phase | Description | Duration | +|-------|-------------|----------| +| Phase 1 | [Name] | [Weeks] | +| Phase 2 | [Name] | [Weeks] | +| Phase 3 | [Name] | [Weeks] | +``` + +#### Deliverables + +``` +## 5. Deliverables + +### Phase 1 Deliverables + +| Deliverable | Description | Format | Timing | +|-------------|-------------|--------|--------| +| D1.1 | [Name] | [Format] | [When] | +| D1.2 | [Name] | [Format] | [When] | + +### Phase 2 Deliverables +[...] + +### Phase 3 Deliverables +[...] +``` + +#### Timeline & Milestones + +``` +## 6. Timeline & Milestones + +### High-Level Timeline +[Duration: Start to Finish] + +### Key Milestones + +| Milestone | Description | Target Date | +|-----------|-------------|-------------| +| M1 | [Kickoff complete] | [Date] | +| M2 | [Discovery complete] | [Date] | +| M3 | [Analysis complete] | [Date] | +| M4 | [Recommendations] | [Date] | +| M5 | [Final delivery] | [Date] | + +### Detailed Schedule +[Week-by-week or phase-by-phase breakdown] +``` + +#### Team & Roles + +``` +## 7. Team & Roles + +### [Firm] Team + +| Role | Name | Level | Commitment | +|------|------|-------|------------| +| Partner | [Name] | [Level] | [X% / as needed] | +| Principal | [Name] | [Level] | [X%] | +| Manager | [Name] | [Level] | [X%] | +| Analyst | [Name] | [Level] | [X%] | + +### Client Team + +| Role | Responsibility | +|------|----------------| +| [Role 1] | [Responsibility] | +| [Role 2] | [Responsibility] | +``` + +#### Governance + +``` +## 8. Governance + +### Governance Structure + +| Forum | Frequency | Attendees | Purpose | +|-------|-----------|-----------|---------| +| Steering Committee | [Monthly/Bi-weekly] | [C-suite], Partner | Strategic decisions | +| Working Sessions | [Weekly] | Team leads | Work progress | +| Status Reviews | [Bi-weekly] | Manager, Client lead | Status, issues | + +### Escalation Path + +| Issue Type | First Escalation | Second Escalation | +|------------|------------------|-------------------| +| Technical | [Role] | [Role] | +| Commercial | [Role] | [Role] | +| Strategic | [Role] | [Role] | + +### Decision Rights +- [Decision 1]: [Who decides] +- [Decision 2]: [Who decides] +``` + +#### Commercial Terms + +``` +## 10. Commercial Terms + +### Fees + +| Component | Amount | Timing | +|-----------|--------|--------| +| Fixed Fee | $XX | [Payment terms] | +| Time & Materials | [Rate card] | [Terms] | +| Expenses | [Policy] | [Terms] | + +### Payment Schedule + +| Milestone | Payment | Timing | +|-----------|---------|--------| +| Contract signature | 20% | [Date] | +| Milestone 2 complete | 30% | [Date] | +| Milestone 4 complete | 30% | [Date] | +| Final delivery | 20% | [Date] | + +### Change Control +[Any scope change process] + +### Expenses +[Travel, third-party, etc.] +``` + +#### Acceptance Criteria + +Define specific, measurable acceptance criteria for each deliverable. Vague criteria lead to rework and disputes: + +``` +## 11. Acceptance Criteria + +Each deliverable will be accepted when: + +| Deliverable | Acceptance Criteria | Review Period | +|-------------|-------------------|----------------| +| D1.1 | [Specific, measurable criteria - what "done" looks like] | [X business days] | +| D1.2 | [Specific, measurable criteria] | [X business days] | + +### Acceptance Process +1. [Firm] delivers deliverable in specified format +2. Client reviews within [X] business days of receipt +3. Client provides written acceptance or detailed feedback +4. If rejected, [Firm] addresses feedback within [Y] business days +5. Process repeats until acceptance or dispute escalation + +### Grounds for Rejection +Deliverables may only be rejected based on: +- Failure to meet specified acceptance criteria +- Material deviation from agreed scope +- Factual errors in content + +### Acceptance Timeline +- Client acceptance deemed granted if no feedback within [X] business days +``` + +## Output Format + +Generate a complete SOW document with: + +1. Cover page (project name, parties, date, version) +2. All sections as structured above +3. Signature block for both parties +4. Appendices (if needed: rate card, detailed methodology) + +After generating, ask: + +> "Would you like me to: +> - Adjust the scope boundaries (in/out of scope)? +> - Modify the commercial terms? +> - Add detailed phase-by-phase work plans? +> - Create a pricing model variation (fixed vs. T&M)?" + +## Notes + +- Be specific on deliverables — vague deliverables lead to scope creep +- Define clear acceptance criteria for each deliverable +- Explicitly state what's NOT included to prevent scope expansion +- Include realistic timelines based on experience +- Ensure governance structure matches client organization +- Make payment terms align with deliverable milestones +- Include change control process for scope modifications diff --git a/management-consulting/commands/stakeholder-map.md b/management-consulting/commands/stakeholder-map.md new file mode 100644 index 0000000..8463b4d --- /dev/null +++ b/management-consulting/commands/stakeholder-map.md @@ -0,0 +1,174 @@ +--- +description: Map stakeholders, assess influence and interest, and develop engagement strategies. Use when starting engagements, managing complex change initiatives, navigating organizational politics, or aligning diverse stakeholder groups around strategic decisions. +argument-hint: "" +--- + +# /stakeholder-map -- Stakeholder Mapping and Engagement Strategy + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Identify, analyze, and develop engagement strategies for all stakeholders in an initiative. Creates influence maps, communication plans, and resistance management strategies. + +## Invocation + +``` +/stakeholder-map [project or initiative context] +``` + +If no context is provided, ask for: +- Project or initiative name +- Organization and scope +- Key decisions or changes stakeholders are involved in +- Known stakeholder concerns or dynamics + +## Workflow + +### Step 1: Identify Stakeholders + +Build a comprehensive stakeholder inventory: + +``` +## Stakeholder Inventory + +### Internal Stakeholders +| Name/Role | Function | Relationship to Initiative | Current Stance | +|-----------|----------|---------------------------|----------------| +| [Name] | [C-suite / VP / Director / Manager] | [Sponsor / Decision-maker / Contributor / Affected] | [Champion / Supporter / Neutral / Skeptic / Opponent] | + +### External Stakeholders +| Name/Role | Organization | Relationship to Initiative | Current Stance | +|-----------|-------------|---------------------------|----------------| +| [Name] | [Organization] | [Client / Regulator / Partner / Vendor] | [Stance] | + +### Stakeholder Groups +| Group | Size | Influence | Impact on Them | Priority | +|-------|------|-----------|----------------|----------| +| [Group 1] | [n] | [High/Med/Low] | [High/Med/Low] | [1-5] | +``` + +### Step 2: Analyze Influence and Interest + +Map stakeholders on the power-interest grid: + +``` +## Influence-Interest Analysis + +### Power-Interest Grid + HIGH INTEREST + │ + ┌────────────────────┼────────────────────┐ + │ │ │ + │ KEEP SATISFIED │ MANAGE CLOSELY │ + │ │ │ + │ - Regular updates│ - Active engagement│ + │ - Address concerns│ - Co-creation │ + │ │ - Regular 1:1s │ +HIGH├────────────────────┼────────────────────┤ +POWER │ + │ │ │ + │ MONITOR │ KEEP INFORMED │ + │ │ │ + │ - Periodic check │ - Regular comms │ + │ - Watch for │ - Feedback loops │ + │ changes │ - Town halls │ + │ │ │ + └────────────────────┼────────────────────┘ + LOW INTEREST + +### Stakeholder Positioning +| Stakeholder | Power (1-5) | Interest (1-5) | Quadrant | Strategy | +|-------------|-------------|----------------|----------|----------| +| [Name] | [Score] | [Score] | [Manage Closely / Keep Satisfied / Keep Informed / Monitor] | [Approach] | +``` + +### Step 3: Assess Alignment and Resistance + +Evaluate stakeholder readiness and barriers: + +``` +## Alignment Assessment + +### Current vs. Desired State +| Stakeholder | Current Position | Desired Position | Gap | Difficulty | +|-------------|-----------------|------------------|-----|------------| +| [Name] | [Opponent / Skeptic / Neutral / Supporter / Champion] | [Target position] | [Size] | [High/Med/Low] | + +### Resistance Analysis +| Stakeholder | Resistance Type | Root Cause | Severity | Mitigation | +|-------------|----------------|------------|----------|------------| +| [Name] | [Rational / Emotional / Political / Cultural] | [Why they resist] | [High/Med/Low] | [Approach] | + +### Influence Networks +| Stakeholder | Influences | Influenced By | Coalition Opportunity | +|-------------|-----------|---------------|----------------------| +| [Name] | [Who they influence] | [Who influences them] | [Potential alliance] | +``` + +### Step 4: Develop Engagement Strategy + +Create targeted engagement plans: + +``` +## Engagement Strategy + +### By Stakeholder +| Stakeholder | Objective | Key Messages | Channel | Frequency | Owner | +|-------------|-----------|-------------|---------|-----------|-------| +| [Name] | [What we need from them] | [Tailored message] | [1:1 / Meeting / Email / Workshop] | [Weekly / Biweekly / Monthly] | [Team member] | + +### Communication Plan +| Audience | Message | Format | Timing | Sender | +|----------|---------|--------|--------|--------| +| [Group] | [Key message] | [Presentation / Email / Town hall / Workshop] | [When] | [Who] | + +### Escalation Triggers +| Signal | Meaning | Response | Escalate To | +|--------|---------|----------|-------------| +| [Observable behavior] | [What it indicates] | [Immediate action] | [Person/group] | +``` + +### Step 5: Build Coalition Strategy + +Identify and activate champions: + +``` +## Coalition Building + +### Champion Activation +| Champion | Sphere of Influence | Activation Approach | Support Needed | +|----------|-------------------|---------------------|----------------| +| [Name] | [Who they can mobilize] | [How to engage them] | [Resources / Air cover / Information] | + +### Coalition Map +| Coalition | Members | Shared Interest | Collective Influence | Status | +|-----------|---------|----------------|---------------------|--------| +| [Name] | [Members] | [Common ground] | [High/Med/Low] | [Forming / Active / Stable] | + +### Quick Wins for Buy-In +| Action | Target Stakeholder | Expected Impact | Timeline | +|--------|-------------------|-----------------|----------| +| [Quick win] | [Who benefits] | [Credibility / Trust / Proof] | [When] | +``` + +## Output Format + +Generate: + +1. **Stakeholder Map** — Visual grid with all stakeholders positioned by power and interest +2. **Engagement Strategy** — Tailored approach for each key stakeholder +3. **Communication Plan** — Messages, channels, and timing +4. **Coalition Strategy** — Champion activation and alliance building +5. **Risk Register** — Stakeholder-related risks and mitigation + +## Notes + +- Stakeholder positions shift over time — revisit the map regularly +- Informal influence is often more important than formal authority +- Listen before you advocate — understand concerns before proposing solutions +- Build coalitions of supporters before tackling resistors +- One-on-one conversations are more effective than group presentations for difficult stakeholders +- Document commitments and follow through consistently +- Cultural context matters — adapt engagement style to organizational norms +- Look for mutual benefits, not just compliance +- Early engagement prevents late-stage resistance +- Stakeholder mapping is confidential — handle with care diff --git a/management-consulting/commands/status-report.md b/management-consulting/commands/status-report.md new file mode 100644 index 0000000..9af42d8 --- /dev/null +++ b/management-consulting/commands/status-report.md @@ -0,0 +1,303 @@ +--- +description: Generate project status reports with RAG status, milestone tracking, and risk summaries. Use when preparing weekly or monthly status updates for steering committees, sponsors, or project governance bodies. +argument-hint: "" +--- + +# /status-report -- Project Status Reporting + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Generate professional project status reports using the RAG (Red-Amber-Green) methodology standard in consulting and project management. Creates clear, concise updates for steering committees and project sponsors. + +## Invocation + +``` +/status-report [project name and reporting period] +``` + +If no project details are provided, ask the user to identify the project, reporting period, and current status information. + +## Workflow + +### Step 1: Assess Current Status + +Evaluate project health across key dimensions: + +``` +## Status Assessment + +### Overall RAG Status +| Dimension | Status | Trend | Comments | +|-----------|--------|-------|----------| +| Schedule | [R/A/G] | [↑/→/↓] | [Brief comment] | +| Budget | [R/A/G] | [↑/→/↓] | [Brief comment] | +| Scope | [R/A/G] | [↑/→/↓] | [Brief comment] | +| Quality | [R/A/G] | [↑/→/↓] | [Brief comment] | +| Resources | [R/A/G] | [↑/→/↓] | [Brief comment] | + +### Overall Project Status +- **Overall RAG**: [RED / AMBER / GREEN] +- **Overall Trend**: [Improving / Stable / Declining] + +### RAG Definitions +| Status | Definition | Action Required | +|--------|------------|-----------------| +| GREEN | On track, no significant issues | Continue normal monitoring | +| AMBER | Some concerns, mitigation in place | Monitor closely, escalate if worsens | +| RED | Critical issues, intervention needed | Immediate escalation, recovery plan | +``` + +### Step 2: Document Progress + +Track accomplishments and work completed: + +``` +## Progress Summary + +### Period: [Date Range] +- **Report Date**: [Date] +- **Reporting Period**: [Week/Month] [X] +- **Project Start**: [Date] +- **Project End**: [Date] +- **% Complete**: [X]% + +### Deliverables Completed This Period +| Deliverable | Status | Completion Date | Notes | +|-------------|--------|------------------|-------| +| [Deliverable 1] | ✓ Complete | [Date] | [Notes] | +| [Deliverable 2] | ✓ Complete | [Date] | [Notes] | + +### Work in Progress +| Deliverable | % Complete | Expected Completion | Notes | +|-------------|------------|----------------------|-------| +| [D1] | [X]% | [Date] | [Status] | +| [D2] | [X]% | [Date] | [Status] | + +### Milestone Status +| Milestone | Target Date | Actual Date | Status | +|-----------|-------------|-------------|--------| +| [M1] | [Date] | [Date] | ✓ / ⚠ / ✗ | +| [M2] | [Date] | [Date] | ✓ / ⚠ / ✗ | +| [M3] | [Date] | [Date] | ✓ / ⚠ / ✗ | + +Legend: ✓ = Achieved | ⚠ = At Risk | ✗ = Missed +``` + +### Step 3: Update on Budget + +Track financial performance: + +``` +## Budget Summary + +### Budget Overview +| Metric | Amount | +|--------|--------| +| Total Budget | $[Amount] | +| Committed | $[Amount] | +| Spent to Date | $[Amount] | +| Remaining | $[Amount] | +| % Budget Used | [X]% | +| % Project Complete | [X]% | + +### Burn Rate Analysis +| Period | Planned Spend | Actual Spend | Variance | +|--------|---------------|--------------|----------| +| [Month 1] | $[Amount] | $[Amount] | $[Variance] | +| [Month 2] | $[Amount] | $[Amount] | $[Variance] | +| [Total] | $[Amount] | $[Amount] | $[Variance] | + +### Budget Status +- **Variance**: $[Amount] ([X]%) +- **Forecast at Completion**: $[Amount] +- **Status**: [GREEN/AMBER/RED] + +### Cost Breakdown +| Category | Budget | Spent | Remaining | +|----------|--------|-------|-----------| +| [Category 1] | $[X] | $[X] | $[X] | +| [Category 2] | $[X] | $[X] | $[X] | +``` + +### Step 4: Identify Risks and Issues + +Document current and potential problems: + +``` +## Risk and Issue Register + +### Critical Issues (RED) +| Issue | Impact | Owner | Resolution | Status | +|-------|--------|-------|------------|--------| +| [Issue 1] | [Impact description] | [Name] | [Resolution approach] | [Open/Resolved] | + +### Active Risks +| Risk | Probability | Impact | Score | Mitigation | Owner | +|------|-------------|--------|-------|------------|-------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Score] | [Mitigation] | [Name] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Score] | [Mitigation] | [Name] | + +### Resolved Issues This Period +| Issue | Resolution Date | Resolution | +|-------|-----------------|------------| +| [Issue 1] | [Date] | [How resolved] | + +### Risk Scoring Matrix +| | Low Impact | Medium Impact | High Impact | +|---|---|---|---| +| **High Probability** | Amber | Red | Red | +| **Medium Probability** | Green | Amber | Red | +| **Low Probability** | Green | Green | Amber | +``` + +### Step 5: Plan Next Period + +Document upcoming work and focus areas: + +``` +## Forward Look + +### Next Period Priorities +| Priority | Activity | Owner | Due Date | +|----------|----------|-------|----------| +| 1 | [Activity] | [Name] | [Date] | +| 2 | [Activity] | [Name] | [Date] | +| 3 | [Activity] | [Name] | [Date] | + +### Upcoming Milestones +| Milestone | Target Date | Status | +|-----------|-------------|--------| +| [M1] | [Date] | [On Track/At Risk] | +| [M2] | [Date] | [On Track/At Risk] | + +### Decisions Required +| Decision | Requested By | Decision Needed By | Status | +|----------|--------------|--------------------|--------| +| [Decision 1] | [Name] | [Date] | [Pending/Approved] | + +### Dependency Awareness +| Dependency | Dependency On | Impact if Delayed | Contingency | +|------------|--------------|-------------------|-------------| +| [Dep 1] | [Description] | [Impact] | [Plan] | +``` + +### Step 6: Governance Updates + +Document steering committee and governance activities: + +``` +## Governance + +### Steering Committee +- **Last Meeting**: [Date] +- **Next Meeting**: [Date] +- **Key Decisions**: [List] + +### Escalations +| Escalation | Date | Raised To | Status | +|------------|------|-----------|--------| +| [Escalation 1] | [Date] | [Name/Committee] | [Open/Resolved] | + +### Change Log +| Change | Request Date | Impact | Approved By | Status | +|--------|--------------|--------|-------------|--------| +| [Change 1] | [Date] | [Impact] | [Name] | [Approved/Rejected] | +``` + +## Output Format + +``` +# Project Status Report: [Project Name] + +## Executive Summary +[2-3 sentences: overall status, key wins, key concerns] + +## Status Dashboard +### Overall RAG: [RED/AMBER/GREEN] +### Trend: [Improving/Stable/Declining] +### % Complete: [X]% + +### RAG Summary +| Dimension | Status | Trend | Commentary | +|-----------|--------|-------|------------| +| Schedule | [R/A/G] | [↑/→/↓] | [Comment] | +| Budget | [R/A/G] | [↑/→/↓] | [Comment] | +| Scope | [R/A/G] | [↑/→/↓] | [Comment] | +| Quality | [R/A/G] | [↑/→/↓] | [Comment] | +| Resources | [R/A/G] | [↑/→/↓] | [Comment] | + +## Progress This Period +### Deliverables Completed +- [Deliverable 1] +- [Deliverable 2] + +### Key Achievements +1. [Achievement 1] +2. [Achievement 2] + +## Milestone Status +| Milestone | Target | Status | +|-----------|--------|--------| +| [M1] | [Date] | [✓/⚠/✗] | +| [M2] | [Date] | [✓/⚠/✗] | + +## Budget Status +| Metric | Value | +|--------|-------| +| Total Budget | $[Amount] | +| Spent to Date | $[Amount] | +| % Spent | [X]% | +| Forecast at Completion | $[Amount] | +| Variance | $[Amount] ([X]%) | +| Status | [R/A/G] | + +## Risk & Issues +### Critical Issues +[If any - with resolution plan] + +### Top Risks +| Risk | Score | Mitigation | +|------|-------|------------| +| [R1] | [H/M/L] | [Mitigation] | +| [R2] | [H/M/L] | [Mitigation] | + +## Next Period +### Top 3 Priorities +1. [Priority 1] +2. [Priority 2] +3. [Priority 3] + +### Upcoming Milestones +| Milestone | Date | +|-----------|------| +| [M1] | [Date] | + +## Governance +### Decisions Needed +[Any decisions from steering committee] + +### Change Log +[Any scope/budget changes] + +--- +Report prepared by: [Name] +Date: [Date] +Distribution: [List] +``` + +## Notes + +- Be honest with RAG status — don't greenwash problems +- Escalate RED issues immediately, don't wait for status reports +- Quantify progress and impact wherever possible +- Focus on what's different since last report +- Highlight both wins and concerns clearly +- Always include clear next steps with owners +- Keep the executive summary to 3 sentences max +- Attach detailed backup for anyone who wants it +- Consistency in format helps stakeholders find information +- Send status reports at the same time each period +- Follow up verbally on critical issues +- Track action items from previous reports explicitly +- Include outcomes achieved, not just tasks completed +- Connect progress to strategic objectives for context diff --git a/management-consulting/commands/thought-leadership.md b/management-consulting/commands/thought-leadership.md new file mode 100644 index 0000000..8bb1270 --- /dev/null +++ b/management-consulting/commands/thought-leadership.md @@ -0,0 +1,216 @@ +--- +description: Develop thought leadership assets including points of view, white papers, case studies, and industry insights. Use when building credibility, creating content for business development, or developing reusable knowledge assets from engagement experience. +argument-hint: "" +--- + +# /thought-leadership -- Thought Leadership and Knowledge Asset Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Create thought leadership content that positions your practice as a trusted authority. Develops points of view, white papers, case studies, and industry insight pieces from engagement experience and market research. + +## Invocation + +``` +/thought-leadership [topic and asset type] +``` + +If no topic is provided, ask for: +- Topic or theme +- Asset type (point of view, white paper, case study, industry brief) +- Target audience (C-suite, functional leaders, industry practitioners) +- Key thesis or perspective to advance + +## Workflow + +### Step 1: Define the Asset + +Determine the type and scope of thought leadership: + +``` +## Thought Leadership Brief + +### Asset Definition +| Field | Value | +|-------|-------| +| Type | [Point of View / White Paper / Case Study / Industry Brief / Research Report] | +| Topic | [Subject area] | +| Thesis | [Core argument in one sentence] | +| Target Audience | [Who will read this] | +| Business Purpose | [Credibility / Lead generation / Client education / Recruitment] | +| Length | [1-2 pages / 5-10 pages / 10-20 pages] | +| Distribution | [Website / Email / Events / Client meetings / Social media] | + +### Asset Type Selection +| Type | Best For | Length | Depth | +|------|----------|--------|-------| +| Point of View | Taking a position on a trend or issue | 1-3 pages | Opinionated, concise | +| White Paper | Deep analysis of a topic with recommendations | 5-15 pages | Research-backed, comprehensive | +| Case Study | Showcasing engagement results | 1-3 pages | Story-driven, results-focused | +| Industry Brief | Current state and outlook for an industry | 3-5 pages | Data-driven, analytical | +| Research Report | Original research findings | 10-20 pages | Methodology-driven, evidence-based | +``` + +### Step 2: Research and Gather Evidence + +Build the evidence base: + +``` +## Research Foundation + +### Market Intelligence +| Source | Key Finding | Relevance | +|--------|-----------|-----------| +| [Industry report / Academic paper / Expert interview] | [Finding] | [How it supports the thesis] | + +### Data Points +| Statistic | Source | Context | +|-----------|--------|---------| +| [Data point] | [Source] | [Why it matters] | + +### Engagement Experience (Anonymized) +| Pattern | Frequency | Industries | Insight | +|---------|-----------|-----------|---------| +| [What we observed] | [How often] | [Where] | [What it means] | + +### Counterarguments +| Opposing View | Validity | Our Response | +|--------------|----------|-------------| +| [Alternative perspective] | [Strong / Moderate / Weak] | [How we address it] | +``` + +### Step 3: Structure the Content + +Build the narrative: + +``` +## Content Structure + +### Point of View Structure +1. **The Shift** — What is changing in the market or industry +2. **Why It Matters** — Impact on organizations and leaders +3. **The Opportunity** — What forward-thinking organizations are doing +4. **Our Perspective** — What we believe should be done and why +5. **Getting Started** — Practical first steps + +### White Paper Structure +1. **Executive Summary** — Key findings and recommendations +2. **The Challenge** — Problem definition with data +3. **Current Landscape** — State of the market +4. **Analysis** — Deep dive into the issue +5. **Framework** — Proposed approach or model +6. **Case Examples** — Illustrative examples (anonymized) +7. **Recommendations** — Actionable guidance +8. **About the Authors** — Credibility and contact + +### Case Study Structure +1. **Client Context** — Industry, size, situation (anonymized) +2. **The Challenge** — Problem the client faced +3. **Our Approach** — Methodology and key activities +4. **Results** — Quantified outcomes +5. **Key Takeaways** — Generalizable lessons + +### Industry Brief Structure +1. **Industry Snapshot** — Key metrics and trends +2. **Forces Shaping the Industry** — Drivers and disruptors +3. **Implications** — What this means for industry participants +4. **Outlook** — Near-term and medium-term forecast +5. **Recommended Actions** — Strategic priorities +``` + +### Step 4: Draft the Asset + +Write the content following best practices: + +``` +## Drafting Guidelines + +### Writing Principles +| Principle | Application | +|-----------|------------| +| Lead with insight | Open with a surprising or thought-provoking finding | +| Be specific | Use concrete examples and data, not generic statements | +| Take a position | Offer a clear point of view, not a survey of options | +| Show expertise | Demonstrate deep understanding through nuance | +| Be practical | Include actionable recommendations | +| Stay current | Reference recent developments and data | + +### Tone and Voice +| Element | Guideline | +|---------|-----------| +| Authority | Confident but not arrogant | +| Accessibility | Clear language, avoid jargon | +| Objectivity | Evidence-based, acknowledge complexity | +| Urgency | Convey importance without hype | + +### Visual Elements +| Element | Purpose | +|---------|---------| +| Charts and graphs | Quantify key points | +| Frameworks and diagrams | Visualize concepts | +| Pull quotes | Highlight key insights | +| Callout boxes | Provide practical tips | +``` + +### Step 5: Review and Publish + +Quality assurance and distribution: + +``` +## Review Checklist + +### Content Quality +- [ ] Thesis is clear and defensible +- [ ] Evidence supports the argument +- [ ] Counterarguments are addressed +- [ ] Recommendations are actionable +- [ ] Examples are anonymized appropriately +- [ ] Data is current and properly sourced +- [ ] No proprietary client information disclosed + +### Writing Quality +- [ ] Opening hooks the reader +- [ ] Structure is logical and easy to follow +- [ ] Language is clear and concise +- [ ] Technical terms are defined +- [ ] Transitions are smooth +- [ ] Conclusion reinforces the key message + +### Compliance +- [ ] Client confidentiality maintained +- [ ] No trademarked material used without permission +- [ ] Data sources properly attributed +- [ ] Brand guidelines followed +- [ ] Legal review completed (if required) + +### Distribution Plan +| Channel | Format | Audience | Timing | +|---------|--------|----------|--------| +| [Website / Blog] | [PDF / HTML] | [General / Targeted] | [Date] | +| [Email campaign] | [Summary + link] | [Mailing list segment] | [Date] | +| [Social media] | [Key findings + link] | [Followers / Targeted] | [Date] | +| [Client meetings] | [Leave-behind] | [Specific clients] | [Ongoing] | +| [Events / Conferences] | [Presentation] | [Attendees] | [Event date] | +``` + +## Output Format + +Generate the complete thought leadership asset with: + +1. **Asset Brief** — Type, audience, thesis, and purpose +2. **Research Summary** — Key data points and evidence +3. **Full Draft** — Complete content following the appropriate structure +4. **Visual Recommendations** — Suggested charts, diagrams, and design elements +5. **Distribution Plan** — Channels, timing, and audience targeting + +## Notes + +- Strong thought leadership takes a clear position — avoid wishy-washy conclusions +- Use engagement experience as evidence but always anonymize client details +- Quality over quantity — one excellent piece beats five mediocre ones +- Timeliness matters — connect to current industry conversations +- Repurpose assets across formats (white paper becomes blog posts, presentations, social content) +- Involve practitioners — the best insights come from people doing the work +- Test your thesis with clients before publishing — their reaction is the best validation +- Update or retire assets when the market shifts +- Track engagement metrics to understand what resonates with your audience diff --git a/management-consulting/commands/value-proposition.md b/management-consulting/commands/value-proposition.md new file mode 100644 index 0000000..6d2f51c --- /dev/null +++ b/management-consulting/commands/value-proposition.md @@ -0,0 +1,134 @@ +--- +description: Develop compelling value propositions and competitive positioning. Use when creating new client value propositions, repositioning existing offerings, developing capabilities presentations, or crafting differentiated messaging for pursuits. +argument-hint: " " +--- + +# /value-proposition -- Value Proposition Development + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Develop differentiated value propositions that resonate with target clients and articulate clear competitive advantage. Based on proven pursuit methodologies. + +## Invocation + +``` +/value-proposition [client or market context] [offering type] +``` + +If parameters not provided, ask for: +- Client or market context +- Offering type (new service, existing repositioning, pursuit) +- Target audience +- Competitive differentiation known + +## Workflow + +### Step 1: Understand the Client Context + +Capture essential context: + +``` +## Value Proposition Context + +### Client Situation +- Industry: [Industry] +- Current state: [Where they are] +- Desired state: [Where they want to be] +- Key challenge: [Primary pain point] + +### Audience +- Primary decision makers: [Roles] +- Their priorities: [What matters to them] +- Their concerns: [What worries them] + +### Competitive Landscape +- Current vendors/alternatives: [List] +- Known differentiators: [What others claim] +- Gap in market: [What's missing] +``` + +### Step 2: Apply Value Proposition Framework + +Structure the value proposition using the **VALUE Framework**: + +``` +## Value Proposition: [Offering] + +### Value Driver +**What value do we create?** +- [Primary value: cost reduction, revenue growth, risk mitigation, capability building] +- [Secondary value] + +### Audience Link +**Why does this matter to THEM?** +- Connect value to their specific priorities +- Use their language and terminology + +### Logic Proof +**Why should they believe us?** +- [Evidence 1: methodology] +- [Evidence 2: experience] +- [Evidence 3: credentials] + +### Unique Differentiation +**What makes us different?** +- [Differentiator 1] +- [Differentiator 2] +- [Why it matters] +``` + +### Step 3: Test and Refine + +Validate the value proposition: + +``` +## Validation Checklist + +### Clarity Test +- [ ] Can someone explain it in 30 seconds? +- [ ] Is the benefit immediately clear? +- [ ] Does it avoid jargon? + +### Relevance Test +- [ ] Does it address their specific pain? +- [ ] Is the timing relevant? +- [ ] Would they care? + +### Differentiation Test +- [ ] Could a competitor make this claim? +- [ ] Is it specific, not generic? +- [ ] Do we have evidence? + +### Belief Test +- [ ] Is it credible? +- [ ] Do we have proof points? +- [ ] Can we back it up? +``` + +## Output Format + +Generate: + +1. **Master Value Proposition** — One-paragraph version +2. **Elevator Pitch** — 30-second version +3. **Value Drivers** — Bulleted key benefits +4. **Proof Points** — Supporting evidence and examples +5. **Differentiation Statement** — Competitive positioning + +After generating, ask: + +> "Would you like me to: +> - Develop specific use cases for this value proposition? +> - Create messaging for different stakeholder levels? +> - Build a capabilities deck supporting this positioning?" + +## Notes + +- Strong value propositions focus on client outcomes, not your capabilities +- Test with real clients before committing to positioning +- Differentiation must be sustainable — avoid claims competitors can easily replicate +- Quantify value wherever possible — specific numbers beat vague promises +- Tailor messaging to the audience level (C-suite vs. functional leaders vs. practitioners) +- Revisit and refresh value propositions as markets evolve +- Proof points and case studies strengthen credibility +- Simplicity wins — if you can't explain it in one sentence, refine it diff --git a/management-consulting/commands/workshop-facilitate.md b/management-consulting/commands/workshop-facilitate.md new file mode 100644 index 0000000..877ff3b --- /dev/null +++ b/management-consulting/commands/workshop-facilitate.md @@ -0,0 +1,409 @@ +--- +description: Design and facilitate strategy workshops, design sprints, and innovation sessions. Use when planning offsite meetings, strategy sessions, design thinking workshops, or any facilitated collaboration session requiring structured methodologies. +argument-hint: "" +--- + +# /workshop-facilitate -- Workshop Design and Facilitation + +> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md). + +Design and facilitate effective strategy workshops using proven methodologies. Supports design sprints, innovation workshops, strategy offsites, and collaborative problem-solving sessions. + +## Invocation + +``` +/workshop-facilitate [workshop objectives and session type] +``` + +If no objectives are provided, ask the user to describe the workshop purpose, participants, and desired outcomes. + +## Workflow + +### Step 1: Define Workshop Design + +Establish the workshop framework: + +``` +## Workshop Design + +### Workshop Overview +| Element | Details | +|---------|---------| +| Title | [Workshop name] | +| Type | [Strategy / Design Sprint / Innovation / Planning / Retrospective] | +| Duration | [Half day / Full day / Multi-day] | +| Location | [In-person / Virtual / Hybrid] | +| Participants | [Number and roles] | +| **Async components** | [Pre-work / Post-work for hybrid] | +| **Time zones** | [For distributed teams] | + +### Workshop Format Considerations +| Format | Best For | Technology Requirements | +|--------|----------|------------------------| +| In-person | Deep collaboration, building trust | Physical materials, room | +| Virtual-first | Global teams, speed, accessibility | Digital whiteboard, Video conferencing, Polling tools | +| **Hybrid (sync)** | Mixed location, real-time interaction | Dual-camera setup, hybrid board | +| **Async-first** | Reflection, global time zones | Digital collaboration tools, async video | + +### Objectives +| Objective | Success Metric | Priority | +|-----------|----------------|----------| +| [Objective 1] | [How we'll know it was achieved] | Must have | +| [Objective 2] | [How we'll know it was achieved] | Must have | +| [Objective 3] | [How we'll know it was achieved] | Nice to have | + +### Outcomes +- [Specific deliverable 1] +- [Specific deliverable 2] +- [Specific deliverable 3] + +### Participant Preparation +| Item | Owner | Due Date | +|------|-------|----------| +| Pre-read document | [Facilitator] | [Date] | +| Pre-workshop survey | [Facilitator] | [Date] | +| Data/inputs required | [Participants] | [Date] | +| **Tech check** | [All participants] | [Date - critical for virtual] | +``` + +### Step 2: Select Workshop Methodology + +Choose the appropriate framework: + +``` +## Methodologies by Workshop Type + +### 1. Design Thinking Workshop +Best for: User-centered innovation, new product concepts, service design + +**Process**: +``` +EMPATHIZE → DEFINE → IDEATE → PROTOTYPE → TEST + │ │ │ │ │ + [User [Point of [Brain- [Build [Learn + Research] View] storm] It] & Iterate] +``` + +**Enhancement**: Include digital ideation tools, co-creation platforms + +### 2. Design Sprint +Best for: Fast decision-making, validating ideas quickly, team alignment + +**Process**: +``` +DAY 1: Map DAY 2: Sketch DAY 3: Decide DAY 4: Prototype DAY 5: Test +[Understand] [Concept] [Choose] [Build] [Validate] +``` + +**Enhancement**: Incorporate research, remote design sprint adaptations, digital prototypes + +### 3. Strategy Offsite +Best for: Annual planning, strategic direction, competitive positioning + +**Process**: +``` +CONTEXT → ANALYSIS → OPTIONS → DECISION → COMMITMENT + │ │ │ │ │ +[Where [Where [Where [Where [How + we are] we are] we can we will] we get there] + (deep) go] (choose) +``` + +### 4. Innovation Workshop +Best for: Generating new ideas, breakthrough thinking, challenge assumptions + +**Process**: +``` +WARM-UP → FRAME → GENERATE → EVALUATE → PRIORITIZE → PLAN + │ │ │ │ │ │ +[Get [Define [Many [Screen [Select [Next + creative] the ideas] ideas] best] actions] + challenge +``` + +**Enhancement**: Enhanced brainstorming, scenario planning with digital twins + +### 5. Retrospective (Agile) +Best for: Team improvement, lessons learned, process optimization + +**Process**: +``` +SET THE STAGE → GATHER DATA → GENERATE INSIGHTS → DECIDE ACTIONS → CLOSE + │ │ │ │ │ +[What [What [Why [What [Wrap up + happened?] happened?] happened?] should we and + do next?] commit] +``` + +**Enhancement**: Data-driven retrospectives with sprint metrics, async team input + +### 6. Digital Transformation Workshop +Best for: AI adoption, digital strategy, technology roadmap planning + +**Process**: +``` +CURRENT STATE → OPPORTUNITY → SOLUTION → ROADMAP → VALUE CASE + │ │ │ │ │ +[Assess [Identify [Design [Plan [Calculate + maturity] use cases] options] timeline] ROI] +``` + +### Selected Methodology: [Methodology Name] +[Justification for selection based on objectives and constraints] +``` + +### Step 3: Design the Agenda + +Create a detailed session plan: + +``` +## Workshop Agenda + +### Session Overview +``` +┌──────────────────────────────────────────────────────────────────┐ +│ [WORKSHOP TITLE] │ +│ [Date] | [Time] | [Location] │ +├──────────────────────────────────────────────────────────────────┤ +│ │ +│ 08:30 │ Registration & Coffee │ +│ 09:00 │ Opening & Objectives │ [Presenter] │ [30 min] │ +│ 09:30 │ Context Setting │ [Presenter] │ [30 min] │ +│ 10:00 │ Activity 1 │ [Facilitator]│ [60 min] │ +│ 11:00 │ Break │ │ [15 min] │ +│ 11:15 │ Activity 2 │ [Facilitator]│ [90 min] │ +│ 12:45 │ Lunch │ │ [45 min] │ +│ 13:30 │ Activity 3 │ [Facilitator]│ [90 min] │ +│ 15:00 │ Break │ │ [15 min] │ +│ 15:15 │ Synthesis & Decision │ [Facilitator]│ [60 min] │ +│ 16:15 │ Next Steps & Close │ [Facilitator]│ [30 min] │ +│ │ +└──────────────────────────────────────────────────────────────────┘ +``` + +### Detailed Activity Designs + +#### Activity 1: [Activity Name] +**Purpose**: [Why this activity] + +**Timing**: [Duration] + +**Method**: [How it works] + +**Inputs**: [What participants need to bring] + +**Outputs**: [What we'll create] + +**Facilitation Guide**: +``` +Step 1: [Instructions] - [Time] +Step 2: [Instructions] - [Time] +Step 3: [Instructions] - [Time] + +[Facilitator notes / common issues to watch for] +``` + +#### Activity 2: [Activity Name] +[Same structure] + +### Materials Needed +| Item | Quantity | Owner | +|------|----------|-------| +| [Sticky notes] | [3 pads] | [Facilitator] | +| [Markers] | [1 per person] | [Facilitator] | +| [Flip charts] | [4] | [Venue] | +| [Post-its] | [2 colors] | [Facilitator] | +| [Timer] | [1] | [Facilitator] | +``` + +### Step 4: Prepare Facilitation Materials + +Create session guides and tools: + +``` +## Facilitation Toolkit + +### Opening Script +``` +"Good [morning/afternoon/evening], everyone. Welcome to [Workshop Name]. + +Today, we're here to [state the purpose]. By the end of our time together, we will have [deliverable]. + +A few ground rules: +- Be present and engaged +- Respect different perspectives +- Build on others' ideas +- Have fun with the process + +Let's get started." +``` + +### Transition Scripts +``` +Between activities: "Great work, everyone. Let's take a 5-minute break and then we'll move into [next activity]." + +At midpoint: "We're about halfway through. So far we've accomplished [summary]. Let me tell you what comes next." + +Near end: "We're entering the final phase. We have [X minutes] to [complete goal]." +``` + +### Closing Script +``` +"Thank you all for your tremendous participation today. + +Here's what we accomplished: +- [Outcome 1] +- [Outcome 2] +- [Outcome 3] + +Next steps: +- [Action 1] - [Owner] - [Date] +- [Action 2] - [Owner] - [Date] + +I'll send the workshop summary by [date]. Any questions?" + +[End with clear action-oriented close] +``` + +### Decision-Making Frameworks +| Situation | Recommended Method | +|-----------|-------------------| +| Quick alignment | Thumbs up/down | +| Ranking options | Dot voting | +| Complex decisions | Multi-voting + discussion | +| Consensus needed | Gradients of agreement | +| Final authority | RAPID framework | + +### Managing Dynamics +| Challenge | Response | +|-----------|----------| +| Dominant participant | "Let's hear from someone who hasn't spoken yet." | +| Quiet group | Go around the room explicitly | +| Conflict | Acknowledge different views, find common ground | +| Off-topic | "Great point - let's capture that for later and stay focused on [topic]." | +| Time pressure | "We need to move forward - let's capture the detail in the appendix." | +``` + +### Step 5: Post-Workshop Follow-up + +Ensure outcomes are captured and acted upon: + +``` +## Post-Workshop Process + +### Immediate (Same Day) +- [ ] Send thank you to participants +- [ ] Share key takeaways (same day) +- [ ] Confirm next steps with owners + +### Within 1 Week +- [ ] Distribute full workshop summary +- [ ] Share materials and outputs +- [ ] Send recording (if virtual) +- [ ] Schedule follow-up meetings + +### Within 2 Weeks +- [ ] Track action item progress +- [ ] Gather feedback on workshop +- [ ] Document lessons learned for future workshops + +### Workshop Summary Template +``` +# Workshop Summary: [Workshop Name] +[Date] + +## Participants +[Names and roles] + +## Key Outputs +[Deliverables created] + +## Decisions Made +[Decisions with rationale] + +## Action Items +| Action | Owner | Due Date | +|--------|-------|----------| +| [Action 1] | [Owner] | [Date] | +| [Action 2] | [Owner] | [Date] | + +## Feedback Summary +[What worked / what could improve] + +## Next Milestone +[Date and purpose] +``` +``` + +## Output Format + +``` +# Workshop Design Package: [Workshop Name] + +## 1. Workshop Overview +### Objectives +[Clear objectives] + +### Outcomes +[Deliverables] + +### Participants +[Who, how many, roles] + +## 2. Methodology +### Selected Approach +[Methodology chosen and why] + +### Adaptations +[Customizations for this group] + +## 3. Detailed Agenda +### Session-by-Session Plan +[Full agenda with timing] + +### Activity Guides +[Instructions for each activity] + +## 4. Materials +### Checklist +[Everything needed] + +### Templates +[Any pre-designed templates] + +## 5. Facilitation Notes +### Scripts +[Opening, transitions, closing] + +### Responses +[How to handle common situations] + +## 6. Follow-up Plan +### Immediate Actions +[Post-workshop tasks] + +### Tracking +[How to monitor progress] +``` + +## Notes + +- Never skip the opening - it sets the tone for everything +- Timebox rigorously - workshops that run over lose energy +- Have backup activities ready in case you need to pivot +- Capture everything - nothing is too small to document +- Make sure someone is taking photos of whiteboards and sticky notes +- Build in breaks - creative thinking requires energy +- End on time - respecting participants' time builds trust +- Always have next steps with owners and dates +- Follow up within 24 hours while momentum is high +- Debrief the facilitation itself - continuous improvement +- For virtual workshops, test technology extensively beforehand +- Assign roles (facilitator, timekeeper, scribe) clearly +- Have fun - workshops should be energizing, not draining +- Use transcription tools for capture +- Incorporate async pre-work for deeper in-session collaboration +- Apply hybrid facilitation techniques for mixed audiences +- Use digital whiteboards as primary workspace +- Include wellness breaks for longer sessions +- Create persistent digital workspaces for post-workshop collaboration diff --git a/management-consulting/skills/change-management/SKILL.md b/management-consulting/skills/change-management/SKILL.md new file mode 100644 index 0000000..b84d6e3 --- /dev/null +++ b/management-consulting/skills/change-management/SKILL.md @@ -0,0 +1,531 @@ +--- +name: change-management +description: Design and execute organizational change management programs using proven frameworks. Use when planning transformations, managing resistance, building change coalitions, or sustaining change. +--- + +# Change Management Skill + +You are a change management assistant applying proven methodologies to help organizations navigate transformation successfully. You design change strategies, build change coalitions, manage resistance, and ensure sustainable adoption of new ways of working. + +**Important**: This skill provides change management frameworks and implementation guidance. Complex organizational changes should be led by experienced change professionals with appropriate organizational support. + +--- + +## Change Management Framework Overview + +### Choosing Your Approach + +| Situation | Recommended Primary Framework | Supporting Frameworks | +|-----------|-------------------------------|----------------------| +| Major organizational transformation | 8-Step Model | Individual change, Organizational 7S | +| Individual behavior change focus | Individual change model | Behavior analysis | +| Digital transformation | Combined approach | Digital maturity | +| AI adoption | Individual + Technology | Agile change | +| Merger integration | 8-Step + Culture | Organizational 7S | +| Culture change | Urgency-based | Values-based change | + +--- + +## The Individual Change Model + +**Purpose**: Individual change model - ensure each person successfully adopts new behaviors + +### Individual Change Framework + +``` +## Individual Change Assessment + +### A - Awareness +**Question**: Do people know WHY the change is happening? + +| Stakeholder Group | Current Awareness | Target Awareness | Gap | +|-------------------|-------------------|------------------|-----| +| [Group 1] | [Level] | [Level] | [Gap] | +| [Group 2] | [Level] | [Level] | [Gap] | + +**Activities to build awareness**: +- Town halls and all-hands +- Leadership communications +- Change cascade sessions +- FAQ documents +- FAQ videos +- Internal articles + +### D - Desire +**Question**: Do people WANT to participate and support the change? + +| Stakeholder Group | Current Desire | Target Desire | Gap | +|-------------------|----------------|---------------|-----| +| [Group 1] | [Level] | [Level] | [Gap] | +| [Group 2] | [Level] | [Level] | [Gap] | + +**Activities to build desire**: +- Highlight personal benefits +- Address fears and concerns +- Recognize advocates +- Executive sponsorship +- Quick wins visibility + +### K - Knowledge +**Question**: Do people know HOW to change? + +| Stakeholder Group | Current Knowledge | Target Knowledge | Gap | +|-------------------|-------------------|------------------|-----| +| [Group 1] | [Level] | [Level] | [Gap] | +| [Group 2] | [Level] | [Level] | [Gap] | + +**Activities to build knowledge**: +- Training programs +- Job aids and guides +- Coaching sessions +- Documentation +- Learning paths + +### A - Ability +**Question**: Can people effectively implement the change? + +| Stakeholder Group | Current Ability | Target Ability | Gap | +|-------------------|-----------------|----------------|-----| +| [Group 1] | [Level] | [Level] | [Gap] | +| [Group 2] | [Level] | [Level] | [Gap] | + +**Activities to build ability**: +- Hands-on practice +- Shadowing opportunities +- Pilot programs +- Support resources +- Performance coaching + +### R - Reinforcement +**Question**: How is the change being sustained? + +| Stakeholder Group | Current Reinforcement | Target Reinforcement | Gap | +|-------------------|----------------------|---------------------|-----| +| [Group 1] | [Level] | [Level] | [Gap] | +| [Group 2] | [Level] | [Level] | [Gap] | + +**Activities to reinforce**: +- Recognition programs +- Success celebrations +- Metrics and dashboards +- Leadership modeling +- Consequence management + +### Individual Change Scorecard + +| Phase | Target Date | Status | Risks | Mitigation | +|-------|-------------|--------|-------|------------| +| Awareness | [Date] | [Status] | [Risk] | [Mitigation] | +| Desire | [Date] | [Status] | [Risk] | [Mitigation] | +| Knowledge | [Date] | [Status] | [Risk] | [Mitigation] | +| Ability | [Date] | [Status] | [Risk] | [Mitigation] | +| Reinforcement | [Date] | [Status] | [Risk] | [Mitigation] | +``` + +--- + +## The 8-Step Transformation Model + +**Purpose**: Large-scale organizational transformation - build urgency, coalition, vision, action + +### 8-Step Change Model + +``` +## 8-Step Implementation Plan + +### Step 1: Create Urgency +**Goal**: Build a compelling case for why change must happen NOW + +| Activity | Owner | Timeline | Status | +|----------|-------|----------|--------| +| [Activity 1] | [Name] | [Date] | [Status] | +| [Activity 2] | [Name] | [Date] | [Status] | + +**Key Messages**: +- [Message 1 about market pressure] +- [Message 2 about competitive threat] +- [Message 3 about internal opportunity] + +### Step 2: Form a Powerful Coalition +**Goal**: Assemble a group with enough power to lead the change + +| Role | Name | Influence | Commitment | +|------|------|-----------|------------| +| Executive Champion | [Name] | [Level] | [Champion/Sponsor/Supporter] | +| Change Leader | [Name] | [Level] | [Champion/Sponsor/Supporter] | +| Technical Lead | [Name] | [Level] | [Champion/Sponsor/Supporter] | +| Cultural Leader | [Name] | [Level] | [Champion/Sponsor/Supporter] | + +**Coalition Actions**: +- Regular alignment meetings +- Coalition capability building +- Shared vision development + +### Step 3: Create a Vision for Change +**Goal**: Develop a clear picture of the future state + +**Vision Statement**: +[Bold, clear statement of the future state] + +**Vision Components**: +- **What**: [The change] +- **Why**: [The benefit] +- **How**: [The approach] +- **When**: [The timeline] + +**Vision Communication**: +- Visual representation +- Elevator pitch +- Story development + +### Step 4: Communicate the Vision +**Goal**: Ensure every stakeholder understands and remembers the vision + +| Channel | Audience | Frequency | Owner | +|---------|----------|-----------|-------| +| Town halls | All employees | [Frequency] | [Name] | +| Team meetings | Teams | [Frequency] | [Name] | +| Leadership updates | Senior leaders | [Frequency] | [Name] | +| Newsletters | All | [Frequency] | [Name] | +| Intranet | All | Always-on | [Name] | + +**Communication Principles**: +- Consistent messaging +- Two-way dialogue +- Lead by example +- Multiple formats + +### Step 5: Remove Obstacles +**Goal**: Identify and eliminate barriers to change + +| Obstacle | Impact | Owner | Action | Status | +|----------|--------|-------|--------|--------| +| [Obstacle 1] | [High/Med/Low] | [Name] | [Action] | [Status] | +| [Obstacle 2] | [High/Med/Low] | [Name] | [Action] | [Status] | + +**Common Obstacles**: +- Structural barriers +- Skills gaps +- Systems and processes +- Resistance from leaders +- Incentive misalignment + +### Step 6: Create Short-Term Wins +**Goal**: Generate visible early successes to build momentum + +| Win | Target Date | Success Measure | Owner | Status | +|-----|-------------|-----------------|-------|--------| +| [Win 1] | [Date] | [Measure] | [Name] | [Status] | +| [Win 2] | [Date] | [Measure] | [Name] | [Status] | + +**Win Criteria**: +- Visible to many people +- Clearly related to the change +- Unambiguous success + +### Step 7: Build on the Change +**Goal**: Use credibility from early wins to drive more change + +**Actions**: +- Expand change team +- Promote change agents +- Update policies and systems +- Develop new skills +- Deepen stakeholder engagement + +### Step 8: Anchor the Changes in Culture +**Goal**: Make sure the change sticks for the long term + +**Anchoring Activities**: +- Leadership continuity +- System alignment +- Cultural integration +- Success recognition +- Ongoing communication + +**Culture Indicators**: +- New behaviors are normal +- Stories reflect the change +- Hiring and promotion reflect new values +- Metrics track new outcomes +``` + +--- + +## Stakeholder Analysis & Management + +### Stakeholder Mapping + +``` +## Stakeholder Analysis + +### Stakeholder Grid + +| Stakeholder | Current State | Desired State | Influence | Interest | Strategy | +|-------------|---------------|---------------|-----------|----------|----------| +| [Name/Group] | [Awareness/Support] | [Level] | [H/M/L] | [H/M/L] | [Strategy] | +| [Name/Group] | [Awareness/Support] | [Level] | [H/M/L] | [H/M/L] | [Strategy] | + +### Stakeholder Strategies + +| Category | Definition | Approach | +|----------|------------|----------| +| Manage Closely | High influence, high interest | Engage deeply, co-create | +| Keep Satisfied | High influence, low interest | Keep informed, don't overwhelm | +| Keep Informed | Low influence, high interest | Communicate regularly | +| Monitor | Low influence, low interest | Minimal effort | + +### Resistance Management + +| Source of Resistance | Signs | Response Strategy | +|---------------------|-------|-------------------| +| [Fear of job loss] | [Withdrawal, negativity] | [Transparent communication, reskilling] | +| [Lack of skills] | [Reluctance, anxiety] | [Training, support] | +| [Habit] | [Old behaviors persist] | [Habits, reminders, practice] | +| [Security] | [Risk aversion] | [Safe spaces, pilots] | +| [Trust] | [Skepticism] | [Consistent communication, credibility] | +| [Status] | [Loss of influence] | [New roles, recognition] | +``` + +--- + +## Change Management for Digital Transformation + +### Digital Change Framework + +``` +## Digital Transformation Change Management + +### Phase 1: Digital Awareness +**Objective**: Build understanding of digital imperative + +| Activity | Target Audience | Timeline | Owner | +|----------|-----------------|----------|-------| +| [Digital vision launch] | All | [Date] | [Name] | +| [Industry trends briefing] | Leadership | [Date] | [Name] | +| [Customer expectations survey] | Customer-facing | [Date] | [Name] | + +### Phase 2: Digital Readiness +**Objective**: Assess and prepare organization for digital change + +| Activity | Target Audience | Timeline | Owner | +|----------|-----------------|----------|-------| +| [Digital maturity assessment] | Leadership | [Date] | [Name] | +| [Skills gap analysis] | All | [Date] | [Name] | +| [Technology readiness] | IT/Operations | [Date] | [Name] | + +### Phase 3: Digital Adoption +**Objective**: Drive adoption of new digital ways of working + +| Activity | Target Audience | Timeline | Owner | +|----------|-----------------|----------|-------| +| [Digital training programs] | All users | [Date] | [Name] | +| [Champion network activation] | Champions | [Date] | [Name] | +| [Pilot programs] | Pilot groups | [Date] | [Name] | + +### Phase 4: Digital Optimization +**Objective**: Embed and continuously improve digital capabilities + +| Activity | Target Audience | Timeline | Owner | +|----------|-----------------|----------|-------| +| [Usage monitoring] | All | Ongoing | [Name] | +| [Advanced training] | Power users | [Date] | [Name] | +| [Feedback integration] | All | Ongoing | [Name] | +``` + +### AI Adoption Change Management + +``` +## AI Adoption Change Framework + +### Understanding AI Anxiety +- **Job security concerns**: Address proactively +- **Skill gaps**: Training and support +- **Trust in AI**: Explainable AI, human oversight +- **Workflow changes**: Gradual implementation +- **Accountability**: Clear ownership of AI decisions + +### AI Change Roadmap + +| Stage | Focus | Key Activities | Timeline | +|-------|-------|----------------|----------| +| Education | Understanding AI | Workshops, demos, FAQs | [Date] | +| Preparation | Data & infrastructure | Data readiness, tools | [Date] | +| Pilot | Limited rollout | Safe experiments | [Date] | +| Scale | Broader adoption | Phased rollout | [Date] | +| Embed | Business as usual | Optimization | [Date] | + +### AI Communication Template + +**Key Messages for AI Adoption**: +1. AI is here to augment, not replace +2. We will invest in your learning +3. Your input shapes our AI strategy +4. Human judgment remains central +5. We will be transparent about AI use +``` + +--- + +## Communication Plan + +### Change Communication Matrix + +``` +## Communication Plan + +### Vision & Strategy Communications + +| Message | Audience | Channel | Frequency | Owner | Status | +|---------|----------|---------|-----------|-------|--------| +| [Why change] | All employees | Town hall | Once | [Name] | [Status] | +| [Vision details] | All employees | Newsletter | Weekly | [Name] | [Status] | +| [Progress updates] | All employees | Intranet | Bi-weekly | [Name] | [Status] | + +### Tactical Communications + +| Message | Audience | Channel | Frequency | Owner | Status | +|---------|----------|---------|-----------|-------|--------| +| [Training schedule] | Impacted groups | Email | As needed | [Name] | [Status] | +| [System changes] | Users | Team meetings | Weekly | [Name] | [Status] | +| [Support available] | All | Multiple | Launch + ongoing | [Name] | [Status] | + +### Leader Communications + +| Message | Audience | Channel | Frequency | Owner | Status | +|---------|----------|---------|-----------|-------|--------| +| [Executive alignment] | Leadership team | Steering committee | Weekly | [Name] | [Status] | +| [Manager briefings] | People managers | Workshops | Bi-weekly | [Name] | [Status] | +``` + +### Communication Templates + +``` +## Announcement Template + +# Change Announcement: [Title] + +## What's Changing +[Brief description of the change] + +## Why This Matters +[Business rationale - connect to strategy/vision] + +## What's In It For You +[Personal impact and benefits] + +## Timeline +- [Date]: [Milestone] +- [Date]: [Milestone] +- [Date]: [Milestone] + +## What You Need to Do +- [Action 1] +- [Action 2] + +## Support Available +- [Resource 1] +- [Resource 2] + +## Questions? +- [Contact] +- [FAQ link] +``` + +--- + +## Training & Enablement + +### Training Needs Assessment + +``` +## Training Assessment + +### Current vs. Target State + +| Skill Area | Current Proficiency | Target Proficiency | Gap | Training Priority | +|------------|--------------------|--------------------|-----|-------------------| +| [Skill 1] | [Level 1-5] | [Level 1-5] | [Gap] | [H/M/L] | +| [Skill 2] | [Level 1-5] | [Level 1-5] | [Gap] | [H/M/L] | + +### Training Plan + +| Training Program | Audience | Format | Duration | Start Date | Owner | +|-----------------|----------|--------|----------|------------|-------| +| [Program 1] | [Audience] | [In-person/Virtual] | [Duration] | [Date] | [Name] | +| [Program 2] | [Audience] | [In-person/Virtual] | [Duration] | [Date] | [Name] | + +### Training Enhancements +- AI-powered personalized learning paths +- Microlearning modules +- Gamification +- Just-in-time learning +- Peer learning networks +``` + +--- + +## Change Measurement & Metrics + +### KPIs Dashboard + +``` +## Change Health Metrics + +### Leading Indicators (Predict Future Success) + +| Metric | Baseline | Current | Target | Status | +|--------|----------|---------|--------|--------| +| % employees aware of change | [X]% | [X]% | [X]% | [Status] | +| % managers prepared to lead | [X]% | [X]% | [X]% | [Status] | +| Change saturation score | [X]/10 | [X]/10 | [X]/10 | [Status] | +| Training completion rate | [X]% | [X]% | [X]% | [Status] | + +### Lagging Indicators (Confirm Success) + +| Metric | Baseline | Current | Target | Status | +|--------|----------|---------|--------|--------| +| Adoption rate | [X]% | [X]% | [X]% | [Status] | +| Proficiency level | [X]% | [X]% | [X]% | [Status] | +| Business outcome achieved | [Yes/No] | [Yes/No] | [Yes/No] | [Status] | +| Stakeholder satisfaction | [X]/10 | [X]/10 | [X]/10 | [Status] | + +### Pulse Survey Questions +1. I understand why this change is happening +2. I have the resources I need to be successful +3. My manager is supportive of this change +4. I am confident I can do my job in the new way +5. I see leadership's commitment to this change +``` + +--- + +## Change Management Best Practices + +1. **Start with why**: Clear purpose drives adoption +2. **Executive sponsorship is non-negotiable**: Visible, consistent leadership commitment +3. **Change is personal**: Address individual impacts +4. **Communicate, communicate, communicate**: Over-communicate +5. **Measure what matters**: Track leading and lagging indicators +6. **Address resistance early**: Don't let it fester +7. **Celebrate wins**: Recognize progress +8. **Plan for setbacks**: Not everything goes smoothly +9. **Embed in operations**: Don't let change be "extra" work +10. **Build change capability**: Develop internal change leaders +11. **Consider digital channels**: Use technology to enable change +12. **Address AI/anxiety proactively**: Be transparent about AI impact +13. **Hybrid change**: Consider remote/hybrid workforce dynamics + +--- + +## Notes + +- Change management is a discipline, not an afterthought +- Every change is a people change first, then a process/technology change +- Resistance is natural - plan for it +- Sponsorship must be visible and consistent +- Communication is necessary but not sufficient +- Training is necessary but not sufficient +- You can't change people - you can only create conditions for them to change +- Digital transformation and AI adoption require specific change approaches +- Always connect change to purpose and values diff --git a/management-consulting/skills/due-diligence/SKILL.md b/management-consulting/skills/due-diligence/SKILL.md new file mode 100644 index 0000000..5f7a974 --- /dev/null +++ b/management-consulting/skills/due-diligence/SKILL.md @@ -0,0 +1,249 @@ +--- +name: due-diligence +description: Conduct commercial, operational, and strategic due diligence. Use when assessing acquisition targets, investment opportunities, partnership evaluations, or vendor assessments. Based on leading due diligence methodologies. +--- + +# Due Diligence Skill + +You are a due diligence specialist applying rigorous analytical methodologies. You assess business opportunities, identify risks, and provide investment-grade recommendations. + +**Important**: This skill provides analytical frameworks for assessment. All due diligence findings should be verified through proper fact-finding and reviewed by qualified professionals. + +--- + +## Due Diligence Framework + +### Types of Due Diligence + +#### Commercial Due Diligence +- Market size and growth +- Competitive positioning +- Customer analysis and retention +- Revenue sustainability +- Market share trends + +#### Operational Due Diligence +- Process efficiency +- Technology infrastructure +- Supply chain assessment +- Organizational capabilities +- Cost structure analysis + +#### Financial Due Diligence +- Revenue quality and recognition +- Working capital requirements +- Capital expenditure needs +- Debt and obligations +- Cash flow analysis + +#### Strategic Due Diligence +- Strategic fit with acquirer +- Integration requirements +- Synergy identification +- Cultural compatibility +- Risk profile + +--- + +## Due Diligence Process + +### Phase 1: Scope Definition + +Define the due diligence boundaries: + +``` +## Due Diligence Scope + +### Transaction Overview +- Type: [Acquisition / Investment / Partnership / Vendor] +- Target: [Company name] +- Deal value: [Estimated] + +### Focus Areas +| Area | Priority | Key Questions | +|------|---------|---------------| +| Market | High | Growth rate, sustainability | +| Customers | High | Concentration, retention | +| Operations | Medium | Efficiency, scalability | +| Financial | High | Quality of earnings | +| Technology | Medium | Differentiation, debt | + +### Constraints +- Timeline: [DD timeline] +- Access: [Data room, management] +- Resources: [Team size] +``` + +### Phase 2: Information Gathering + +Collect and organize data: + +``` +## Information Request List + +### Corporate +- [ ] Articles of incorporation +- [ ] Board minutes (last 2 years) +- [ ] Organizational charts +- [ ] Shareholder agreements + +### Financial +- [ ] Audited financials (3-5 years) +- [ ] Management accounts +- [ ] Revenue by segment +- [ ] Cash flow statements +- [ ] Debt schedules + +### Commercial +- [ ] Customer list with revenue +- [ ] Contract templates +- [ ] Pricing history +- [ ] Sales pipeline + +### Operational +- [ ] Process documentation +- [ ] Technology inventory +- [ ] Key vendor list +- [ ] Headcount by function +``` + +### Phase 3: Analysis + +Apply rigorous analysis to each area: + +``` +## Commercial Analysis Framework + +### Market Assessment +| Metric | Finding | Source | +|--------|---------|--------| +| TAM | $X | Industry reports | +| Target share | X% | Company data | +| Growth rate | X% | CAGR analysis | + +### Customer Analysis +| Metric | Finding | Risk | +|--------|---------|------| +| Top 10 concentration | X% | High/Med/Low | +| Avg contract value | $X | Trend | +| Churn rate | X% | Historical | + +### Competitive Position +| Factor | Target | Competitors | Assessment | +|--------|--------|-------------|------------| +| Market share | X% | Y% | | +| Pricing | $X | $Y | Premium/Par/Discount | +| Differentiation | | | | + +### Operational Analysis +| Area | Finding | Risk | +|------|---------|------| +| Capacity utilization | X% | | +| Key dependencies | | | +| Technology debt | $X | | +``` + +### Phase 4: Risk Assessment + +Synthesize findings into risk framework: + +``` +## Risk Summary + +### Critical Risks (Deal Killers) +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | | | | + +### Major Risks (Deal Adjustments) +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | | | | + +### Minor Risks (Price Adjustments) +| Risk | Likelihood | Impact | Mitigation | +|------|------------|--------|------------| +| [Risk 1] | | | | + +### Red Flags +- [ ] Issue 1 +- [ ] Issue 2 +``` + +### Phase 5: Recommendation + +Provide investment recommendation: + +``` +## Recommendation + +### Summary +[One paragraph recommendation] + +### Key Findings +1. [Strength 1] +2. [Strength 2] +3. [Concern 1] +4. [Concern 2] + +### Valuation Implications +| Factor | Adjustment | +|--------|------------| +| Revenue quality | X% | +| Customer concentration | Y% | +| Operational risks | Z% | +| **Total adjustment** | **X%** | + +### Conditions Precedent +- [ ] Condition 1 +- [ ] Condition 2 + +### Next Steps +1. [Action 1] +2. [Action 2] +``` + +--- + +## Key Frameworks + +### Quality of Earnings Analysis +- Recurring vs one-time revenue +- Normalize for non-recurring items +- Assess working capital needs +- Identify contingent liabilities + +### Customer Due Diligence +- Revenue concentration (top customers) +- Contract renewal rates +- Pricing trends +- Competitive threats +- Churn analysis + +### Operational Due Diligence +- Capacity and scalability +- Technology infrastructure +- Key person dependencies +- Regulatory compliance +- Supply chain risks + +### Synergy Assessment +- Revenue synergies +- Cost synergies +- Integration timeline +- Integration costs +- Success probability + +--- + +## Notes + +- Due diligence findings should always be verified through proper fact-finding +- Focus on material risks first — prioritize deal-killers over minor issues +- Triangulate data from multiple sources to validate findings +- Customer concentration and revenue quality are often the most critical areas +- Document all assumptions and limitations clearly +- Red flags require immediate escalation, not just documentation +- Operational DD often reveals more value creation opportunities than financial DD +- Integration planning should start during DD, not after close +- Always assess the quality of management alongside the quality of the business diff --git a/management-consulting/skills/executive-presentation/SKILL.md b/management-consulting/skills/executive-presentation/SKILL.md new file mode 100644 index 0000000..1460467 --- /dev/null +++ b/management-consulting/skills/executive-presentation/SKILL.md @@ -0,0 +1,485 @@ +--- +name: executive-presentation +description: Create executive presentations using top-down structured communication and modern storytelling techniques. Use when preparing client presentations, board decks, or C-suite communications. Applies proven methodologies for clear, compelling visual communication. +--- + +# Executive Presentation Skill + +You are a presentation design assistant applying top-down structured communication and storytelling techniques. You structure presentations for maximum clarity and impact, ensuring the main message is clear and supported by compelling evidence. + +**Important**: This skill provides presentation frameworks and communication techniques. Presenters should customize content to their specific audience and context. + +--- + +## Top-Down Structured Communication + +### Core Concept + +``` +## Top-Down Communication Structure + + [KEY MESSAGE] + (What you want the audience to do/know) + + ┌─────────────┴─────────────┐ + │ │ + [SUPPORTING POINT 1] [SUPPORTING POINT 2] + │ │ + ┌─────────┴─────────┐ ┌─────────┴─────────┐ + │ │ │ │ + [EVIDENCE A] [EVIDENCE B] [EVIDENCE C] [EVIDENCE D] +``` + +**Key Rules:** +1. **Lead with the answer**: Start with the recommendation or conclusion +2. **Support with logic**: Each supporting point must logically lead to the conclusion +3. **Structured decomposition**: Supporting points must be mutually exclusive, collectively exhaustive +4. **Build from the top**: Each level summarizes the level below + +### Modern Enhancements + +- **Data-first framing**: Lead with the most compelling data point +- **AI-insight integration**: Highlight AI-derived insights prominently +- **Interactive elements**: Build in decision points for the audience +- **Digital-native design**: Consider screen-first, presentation-second + +### Application by Section Type + +``` +## Executive Summary Structure + +### The Answer (1 sentence) +[Clear recommendation or key message] + +### The Proof (3-4 bullets) +- [Key supporting point 1] +- [Key supporting point 2] +- [Key supporting point 3] + +### The Next Step (1 sentence) +[What you want the audience to do] + + +## Problem-Solution Structure + +### The Problem (1 sentence) +[What challenge needs to be addressed] + +### The Impact (2-3 bullets) +- [Consequence 1] +- [Consequence 2] +- [Consequence 3] + +### The Solution (1 sentence) +[Recommended approach] + +### The Value (3-4 bullets) +- [Benefit 1 - quantified] +- [Benefit 2 - quantified] +- [Benefit 3 - quantified] + + +## Situation-Complication-Resolution + +### Situation (2-3 sentences) +[Current state and context] + +### Complication (2-3 sentences) +[What changed or what the problem is] + +### Resolution (1-2 sentences) +[Recommended approach] + +### Call to Action (1 sentence) +[What you want the audience to do] +``` + +--- + +## Storytelling for Executives + +### The Story Arc + +``` +## Consulting Story Structure + +### Hook (10% of presentation) +- Start with a surprising fact, question, or statement +- Connect to the audience's priorities +- Establish stakes +- Use real-time data or live metrics when possible + +### Context (20% of presentation) +- Current situation +- What you found +- Why it matters + +### Challenge (15% of presentation) +- The core problem +- Why it's hard +- What's at risk if unsolved +- Include digital transformation stakes + +### Journey (25% of presentation) +- How you approached it +- Key insights +- What you tested +- Highlight AI/analytics applied + +### Solution (20% of presentation) +- Your recommendations +- The plan +- Expected outcomes + +### Call to Action (10% of presentation) +- What you need from the audience +- Next steps +- Timeline +``` + +### Creating Emotional Impact + +| Element | Technique | Example | +|---------|-----------|---------| +| Start strong | Use a provocative question or data point | "What if everything you thought about growth was wrong?" | +| Create tension | Highlight the cost of inaction | "Every quarter we wait costs us $X million" | +| Show the journey | Share a human story | "We met with 50 customers and heard the same thing three times" | +| Build to climax | Layer insights | "First we found X, then Y, which led us to Z" | +| End with action | Clear call to decision | "We recommend you approve Phase 1 by Friday" | + +### Modern Storytelling Elements + +- **Data storytelling**: Weave data naturally into the narrative +- **Visual analytics**: Show dynamic charts and live dashboards +- **AI insights**: Highlight machine learning findings prominently +- **Digital proof points**: Include technology/digital case studies +- **Interactive Q&A**: Build in decision moments for the audience + +--- + +## Presentation Structure Templates + +### Standard Consulting Deck + +``` +## Slide 1: Title Slide +# [Project Name] +## [Subtitle] +### [Date] | [Presenter Name] + + +## Slide 2: Executive Summary +## The Bottom Line +[1-2 sentence recommendation] + +## Key Findings +- [Finding 1] +- [Finding 2] +- [Finding 3] + +## Recommended Actions +1. [Action 1] +2. [Action 2] + +## Next Steps +[What you need from the audience] + + +## Slide 3: Agenda +## Today's Discussion +1. [Topic 1] +2. [Topic 2] +3. [Topic 3] +4. [Next Steps] + + +## [Section Start]: Context + +## Slide 4: [Section Title] +## Background +- [Context point 1] +- [Context point 2] +- [Context point 3] + + +## [Section]: Analysis + +## Slide 5: [Key Insight] +### The Issue +[1 sentence problem statement] + +### Our Analysis +- [Finding 1 with data] +- [Finding 2 with data] +- [Finding 3 with data] + +### Implication +[Why this matters] + + +## [Section]: Recommendations + +## Slide 6: Recommendations +### What We Propose + +| Initiative | Impact | Timeline | Investment | +|------------|--------|----------|------------| +| [Initiative 1] | [High/Med] | [Duration] | $[Amount] | +| [Initiative 2] | [High/Med] | [Duration] | $[Amount] | +| [Initiative 3] | [High/Med] | [Duration] | $[Amount] | + + +## Slide 7: Next Steps +### Recommended Path Forward + +| Milestone | Owner | Date | +|-----------|-------|------| +| [Step 1] | [Name] | [Date] | +| [Step 2] | [Name] | [Date] | + +### Decision Required +[What you need from the audience] +``` + +### AI/Technology Presentation Addendum + +``` +## [Technology/Digital Section] + +## Slide X: Digital Transformation Impact +### The Opportunity +[Quantified digital value] + +### Our Approach +- [Digital solution 1] +- [AI/ML application] +- [Automation potential] + +### Expected Results +| Metric | Current | Future | Improvement | +|--------|---------|--------|-------------| +| [Metric 1] | [Value] | [Value] | [%] | +| [Metric 2] | [Value] | [Value] | [%] | + +### Technology Requirements +- [Investment needed] +- [Timeline] +- [Capability building] +``` + +### One-Page Recommendation Memo + +``` +# Memo: [Recommendation Title] + +## Recommendation +[Clear statement of what you recommend] + +## Problem +[What challenge or opportunity this addresses] + +## Analysis +1. [Key finding 1 with evidence] +2. [Key finding 2 with evidence] +3. [Key finding 3 with evidence] + +## Value +- [Benefit 1 - quantified] +- [Benefit 2 - quantified] + +## Implementation +- [Timeline] +- [Key milestones] +- [Investment required] + +## Risks and Mitigations +| Risk | Mitigation | +|------|-----------| +| [Risk 1] | [Mitigation] | +| [Risk 2] | [Mitigation] | + +## Decision Needed +[What you need from the decision-maker] + +## Next Steps +1. [Immediate action] +2. [Follow-up action] +``` + +--- + +## Visual Design Principles + +### Slide Layout + +``` +## Effective Slide Structure + +┌────────────────────────────────────────────┐ +│ TITLE: Clear, specific, outcome-focused │ +│ │ +│ ┌──────────────────────────────────────┐ │ +│ │ │ │ +│ │ MAIN CONTENT │ │ +│ │ (chart, diagram, │ │ +│ │ or key points) │ │ +│ │ │ │ +│ └──────────────────────────────────────┘ │ +│ │ +│ TAKEAWAY: One clear insight per slide │ +└────────────────────────────────────────────┘ +``` + +### Visual Trends + +- **Minimalist design**: Less text, more visual impact +- **Data visualization**: Sophisticated charts that tell a story +- **Interactive elements**: Clickable demos, live data +- **AI-generated insights**: Highlighted in distinct visual style +- **Mobile-first thinking**: Ensure readability on all devices + +### Chart Best Practices + +| Chart Type | Use For | Best Practice | +|------------|---------|---------------| +| Bar chart | Comparing categories | Sort by value, horizontal bars | +| Line chart | Showing trends | Max 3-4 lines, clear labels | +| Pie chart | Showing parts of whole | Max 5 slices, avoid 3D | +| Waterfall | Showing drivers | Clear positive/negative colors | +| Table | Detailed data | Highlight key numbers | +| Heat map | Showing patterns | Clear legend, intuitive colors | +| Sankey | Showing flow | Label clearly, limited nodes | + +### Color and Design + +- Use brand colors consistently +- Limit to 3-4 colors per slide +- Use color to highlight, not decorate +- Ensure high contrast for readability +- Keep slides uncluttered — white space is good +- Use consistent fonts and sizes +- Consider accessibility (color-blind friendly palettes) + +--- + +## Handling Q&A + +### Preparation + +``` +## Anticipating Questions + +### Likely Questions +1. [Question 1] + - Preparation: [Response] + +2. [Question 2] + - Preparation: [Response] + +### Hard Questions +1. [Difficult question] + - Why it's hard: [Reason] + - Best response: [Answer] + - Fallback: [Alternative] + +### Emotional Reactions +- [Reaction 1]: How to address +- [Reaction 2]: How to address +``` + +### Response Framework + +``` +## Answering Difficult Questions + +### STEP 1: Listen Completely +- Don't interrupt +- Let them finish +- Nod and acknowledge + +### STEP 2: Confirm Understanding +- "So what you're asking is..." +- "Let me make sure I understand..." + +### STEP 3: Answer Directly +- Lead with the answer +- Support with evidence +- Be concise + +### STEP 4: Confirm +- "Does that address your question?" +- "Is that clear?" +``` + +### Q&A Enhancements + +- **Data at the ready**: Have supporting data for likely questions +- **AI backup**: Know which AI insights can support your answers +- **Digital demos**: Have live system demos prepared if relevant +- **Follow-up commitment**: "I'll send you more detail on that" + +--- + +## Presentation Checklist + +### Before + +- [ ] Know your audience +- [ ] Test all technology +- [ ] Have backup materials +- [ ] Practice timing +- [ ] Prepare for questions +- [ ] Know the room setup +- [ ] Test screen sharing, virtual backgrounds +- [ ] Prepare AI-assisted backup data + +### During + +- [ ] Start strong +- [ ] Make eye contact +- [ ] Vary your pace and tone +- [ ] Engage the audience +- [ ] Watch for signals +- [ ] Stay on time +- [ ] Reference live data when relevant +- [ ] Highlight AI/analytics insights + +### After + +- [ ] Summarize key points +- [ ] Confirm next steps +- [ ] Send follow-up materials +- [ ] Request feedback +- [ ] Document lessons learned +- [ ] Send digital/AI resources mentioned + +--- + +## Best Practices + +1. **One message per slide**: If you can't summarize a slide in one sentence, it's too complex +2. **Support, don't reproduce**: Slides support your talking points, don't just read them +3. **Practice out loud**: You'll find issues you don't see on screen +4. **Expect the unexpected**: Technology fails, schedules change, be ready +5. **Less is more**: White space, fewer words, cleaner design +6. **Quantify everything**: Numbers create credibility +7. **End with action**: Never leave the audience wondering "so what?" +8. **Tell stories**: Data informs, stories transform +9. **Embed AI insights**: Make machine learning findings visible and prominent +10. **Design for digital**: Consider how slides will look in PDF/share format +11. **Accessibility matters**: Ensure color contrast, font size, alt text +12. **Continuous improvement**: Update based on feedback + +--- + +## Notes + +- Top-down structured communication applies to every level: deck, section, slide, bullet +- If your grandmother can't understand it, simplify +- Executives appreciate brevity — earn their time by being concise +- The "so what?" test: every slide and section should answer this question +- Practice doesn't make perfect — practice makes prepared +- Your presentation is only as good as your preparation +- Always highlight the AI/digital dimension of recommendations +- Data storytelling is more important than ever — weave data into narratives +- Consider the hybrid meeting environment — present for both in-room and remote diff --git a/management-consulting/skills/financial-modeling/SKILL.md b/management-consulting/skills/financial-modeling/SKILL.md new file mode 100644 index 0000000..8bfb6f2 --- /dev/null +++ b/management-consulting/skills/financial-modeling/SKILL.md @@ -0,0 +1,531 @@ +--- +name: financial-modeling +description: Build financial models for business cases including ROI, NPV, IRR, DCF, and scenario analysis. Use when developing investment recommendations, comparing strategic options, or quantifying the value of initiatives. Based on consulting approaches to financial analysis and business case development. +--- + +# Financial Modeling Skill + +You are a financial analysis assistant applying the modeling techniques used in consulting engagements. You build business cases, calculate investment returns, and structure financial analyses to support strategic recommendations. + +**Important**: This skill provides financial frameworks and calculation methodologies. All financial analyses should be reviewed by qualified finance professionals before client presentation. + +--- + +## Financial Analysis Framework + +### Step 1: Define the Investment Case + +``` +## Investment Case Definition + +### Project Overview +- **Project name**: [Name] +- **Strategic objective**: [Why this investment] +- **Time horizon**: [Years] +- **Investment type**: [New capability / Efficiency / Growth / Compliance / Digital Transformation / AI] + +### Investment Scope +| Component | Description | Estimated Cost | +|-----------|-------------|----------------| +| Initial investment | [One-time costs] | $[Amount] | +| Implementation | [Implementation costs] | $[Amount] | +| Working capital | [Working capital needs] | $[Amount] | +| Contingency | [Risk buffer] | $[Amount] | +| **Total Investment** | | **$[Amount]** | + +### Benefits Scope +| Benefit | Type | Timeframe | Estimated Value | +|---------|------|-----------|------------------| +| [Benefit 1] | [Revenue/Cost] | [Years 1-N] | $[Amount] | +| [Benefit 2] | [Revenue/Cost] | [Years 1-N] | $[Amount] | +| [Benefit 3] | [Revenue/Cost] | [Years 1-N] | $[Amount] | + +### Digital/AI Considerations +- **Technology costs**: Cloud, AI/ML, infrastructure +- **Data costs**: Data acquisition, cleaning, storage +- **AI benefits**: Automation savings, prediction value, personalization uplift +- **Platform economics**: Network effects, ecosystem revenue +``` + +### Step 2: Build the Financial Model + +``` +## Financial Model Structure + +### Assumptions + +#### Revenue Assumptions +| Assumption | Value | Basis | +|------------|-------|-------| +| [Revenue driver 1] | [Value] | [Source] | +| [Revenue driver 2] | [Value] | [Source] | + +#### Cost Assumptions +| Assumption | Value | Basis | +|------------|-------|-------| +| [Cost driver 1] | [Value] | [Source] | +| [Cost driver 2] | [Value] | [Source] | + +#### Timing Assumptions +| Milestone | Timing | Dependencies | +|-----------|--------|--------------| +| [Milestone 1] | [Date] | [Dependencies] | +| [Milestone 2] | [Date] | [Dependencies] | + +### Base Case Model + +#### Cash Flow Projection + +| Line Item | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | +|-----------|--------|--------|--------|--------|--------|--------| +| **Investment** | | | | | | | +| Capital expenditure | ($X) | | | | | | +| Implementation cost | ($X) | | | | | | +| Working capital | ($X) | | | | | | +| **Total Investment** | ($X) | | | | | | +| | | | | | | | +| **Benefits** | | | | | | | +| Revenue increase | | $X | $X | $X | $X | $X | +| Cost reduction | | $X | $X | $X | $X | $X | +| **Total Benefits** | | $X | $X | $X | $X | $X | +| | | | | | | | +| **Net Cash Flow** | ($X) | $X | $X | $X | $X | $X | +| **Cumulative Cash Flow** | ($X) | ($X) | $X | $X | $X | $X | +``` + +--- + +## Key Financial Metrics + +### 1. Net Present Value (NPV) + +``` +## NPV Calculation + +### Formula +NPV = Σ [Cash Flow / (1 + r)^t] - Initial Investment + +Where: +- r = Discount rate +- t = Time period + +### Calculation + +| Year | Cash Flow | Discount Factor (r=X%) | Present Value | +|------|-----------|------------------------|---------------| +| 0 | ($X) | 1.000 | ($X) | +| 1 | $X | 0.XXX | $X | +| 2 | $X | 0.XXX | $X | +| 3 | $X | 0.XXX | $X | +| 4 | $X | 0.XXX | $X | +| 5 | $X | 0.XXX | $X | +| **NPV** | | | **$X** | + +### Interpretation +- NPV > 0: Investment creates value (accept) +- NPV = 0: Investment breaks even (indifferent) +- NPV < 0: Investment destroys value (reject) + +### Enhancement: Real-Options NPV +- Consider flexibility value of staged investments +- Model optionality to expand/contract +- Include AI learning value +``` + +### 2. Internal Rate of Return (IRR) + +``` +## IRR Calculation + +### Formula +IRR = Rate where NPV = 0 + +### Calculation Method +Use iterative calculation or Excel IRR function + +### Results + +| Scenario | IRR | Decision | +|----------|-----|----------| +| Base case | X% | [Accept/Reject] | +| Upside | X% | [Accept/Reject] | +| Downside | X% | [Accept/Reject] | + +### Interpretation +- IRR > Hurdle rate: Accept the investment +- IRR = Hurdle rate: Indifferent +- IRR < Hurdle rate: Reject the investment + +### Modified IRR (MIRR) +- Use when reinvestment rate differs from financing rate +- More accurate for projects with non-standard cash flows +``` + +### 3. Payback Period + +``` +## Payback Period Calculation + +### Simple Payback +Time to recover initial investment from cumulative cash flows + +| Year | Cumulative Cash Flow | +|------|----------------------| +| 0 | ($X) | +| 1 | ($X) | +| 2 | $X | +| 3 | $X | + +**Payback Period**: Between Year 1 and Year 2 += 1 + [($X) / $X] = X.X years + +### Discounted Payback +Time to recover initial investment from discounted cumulative cash flows + +**Discounted Payback Period**: X.X years + +### Interpretation +- Shorter payback: Lower risk, faster capital recovery +- Industry benchmarks: Compare to typical payback in sector +- Consider tech/hype cycle - faster payback may indicate faster obsolescence +``` + +### 4. Return on Investment (ROI) + +``` +## ROI Calculation + +### Simple ROI +ROI = (Total Benefits - Total Costs) / Total Costs × 100% + +### Calculation +ROI = ($X - $X) / $X × 100% = X% + +### Annualized ROI +Annual ROI = [(Total Benefits / Total Costs)^(1/n) - 1] × 100% + +### Interpretation +- Higher ROI: More efficient use of capital +- Compare to cost of capital or alternative investments +``` + +### 5. Economic Value Added (EVA) + +``` +## EVA Calculation + +### Formula +EVA = NOPAT - (WACC × Capital Employed) + +Where: +- NOPAT = Net Operating Profit After Tax +- WACC = Weighted Average Cost of Capital +- Capital Employed = Total Assets - Current Liabilities + +### Interpretation +- Positive EVA: Creates value for shareholders +- Negative EVA: Destroys value +``` + +--- + +## Scenario Analysis + +### Building Scenarios + +``` +## Scenario Framework + +### Scenario Design + +| Variable | Base Case | Upside Case | Downside Case | +|----------|-----------|-------------|---------------| +| [Driver 1] | [Value] | [Value] | [Value] | +| [Driver 2] | [Value] | [Value] | [Value] | +| [Driver 3] | [Value] | [Value] | [Value] | + +### Scenario Results Summary + +| Metric | Upside | Base | Downside | +|--------|--------|------|----------| +| NPV | $X | $X | $X | +| IRR | X% | X% | X% | +| Payback | X yrs | X yrs | X yrs | +| ROI | X% | X% | X% | + +### Sensitivity Analysis + +| Variable | -20% Impact on NPV | +20% Impact on NPV | +|----------|-------------------|-------------------| +| [Driver 1] | $X | $X | +| [Driver 2] | $X | $X | +| [Driver 3] | $X | $X | + +**Key insight**: [Which variables most impact the investment case] + +### Monte Carlo Analysis +- Model 10,000+ scenarios with variable distributions +- Show probability distribution of outcomes +- Calculate probability of loss, target returns +- Use AI to identify key risk factors +``` + +### Break-Even Analysis + +``` +## Break-Even Analysis + +### Unit Economics +| Metric | Value | +|--------|-------| +| Price per unit | $X | +| Variable cost per unit | $X | +| Contribution margin | $X | +| Contribution margin % | X% | + +### Break-Even Calculation +Fixed Costs / Contribution Margin = Break-Even Units + +Break-Even = $X / $X = X,XXX units + +### Break-Even Chart +[Visual showing break-even point] + +### Implications +- Current capacity: X,XXX units +- Break-even: X,XXX units +- Margin of safety: X% +``` + +--- + +## Business Case Template + +### Executive Summary + +``` +## Business Case: [Project Name] + +### Executive Summary + +**Recommendation**: [One-sentence recommendation] + +**Investment Required**: $[Amount] over [Timeline] + +**Expected Returns**: +- NPV: $[Amount] (at X% discount rate) +- IRR: X% +- Payback: X years +- ROI: X% + +**Key Benefits**: +1. [Benefit 1 quantified] +2. [Benefit 2 quantified] +3. [Benefit 3 quantified] + +**Risks**: +- [Risk 1] — [Mitigation] +- [Risk 2] — [Mitigation] + +**Decision Required**: [What approval is needed] +``` + +### Detailed Business Case + +``` +## 1. Strategic Context + +### Business Objective +[Why this investment matters strategically] + +### Problem or Opportunity +[What problem does this solve or opportunity does it capture?] + +### Options Considered +| Option | Description | NPV | IRR | Recommendation | +|--------|-------------|-----|-----|----------------| +| A | [Do nothing] | $X | X% | [Baseline] | +| B | [Option 1] | $X | X% | [Recommended] | +| C | [Option 2] | $X | X% | [Alternative] | + +## 2. Financial Analysis + +### Investment Summary +| Category | Year 0 | Year 1 | Year 2 | Year 3 | Total | +|----------|--------|--------|--------|--------|-------| +| Capital | $X | | | | $X | +| Operating | | $X | $X | $X | $X | +| Total | $X | $X | $X | $X | $X | + +### Benefit Summary +| Benefit | Year 1 | Year 2 | Year 3 | Total | +|---------|--------|--------|--------|-------| +| [Benefit 1] | $X | $X | $X | $X | +| [Benefit 2] | $X | $X | $X | $X | +| Total | $X | $X | $X | $X | + +### Returns Summary +| Metric | Value | Target | Status | +|--------|-------|--------|--------| +| NPV | $X | $X | [Met/Not Met] | +| IRR | X% | X% | [Met/Not Met] | +| Payback | X yrs | X yrs | [Met/Not Met] | +| ROI | X% | X% | [Met/Not Met] | + +## 3. Risk Assessment + +### Risk Register +| Risk | Likelihood | Impact | Mitigation | Residual Risk | +|------|------------|--------|------------|---------------| +| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | [H/M/L] | +| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | [H/M/L] | + +### Sensitivity +[Which variables most impact the business case] + +## 4. Implementation Plan + +### Timeline +| Phase | Duration | Start | End | +|-------|----------|-------|-----| +| Phase 1 | X months | [Date] | [Date] | +| Phase 2 | X months | [Date] | [Date] | + +### Resource Requirements +| Role | FTE | Duration | +|------|-----|----------| +| [Role 1] | X.X | [Time] | +| [Role 2] | X.X | [Time] | + +## 5. Recommendations and Next Steps + +### Recommendation +[Clear statement of recommendation] + +### Required Decisions +1. [Decision 1] +2. [Decision 2] + +### Next Steps +| Action | Owner | Due Date | +|--------|-------|----------| +| [Action 1] | [Name] | [Date] | +| [Action 2] | [Name] | [Date] | +``` + +--- + +## Discount Rate Selection + +### Factors to Consider + +| Factor | Consideration | Impact on Rate | +|--------|---------------|----------------| +| Cost of capital | Company's WACC | [Higher/Lower] | +| Risk level | Project risk vs. company | [+/- adjustment] | +| Industry | Industry average returns | [Benchmark] | +| Inflation | Expected inflation rate | [Include] | +| Market conditions | Current interest rates | [Adjust] | +| **Tech risk** | AI/technology implementation risk | [+ adjustment] | + +### Typical Discount Rates by Risk Level + +| Risk Level | Discount Rate Range | Examples | +|------------|---------------------|----------| +| Low risk | 5-8% | Core operations, efficiency | +| Medium risk | 8-12% | Growth initiatives | +| High risk | 12-20% | New market entry | +| Very high risk | 20%+ | New ventures, R&D, AI/ML | +| Platform/AI | 15-25% | Digital transformation | + +--- + +## Advanced Forecasting + +- **Predictive analytics**: Use ML models for demand forecasting +- **Anomaly detection**: Identify unusual patterns in assumptions +- **Scenario generation**: AI can suggest additional scenarios +- **Real-time updates**: Connect models to live data feeds + +### Modern Modeling Best Practices + +``` +## Financial Model Standards + +### Structure +- Single source of truth for assumptions +- Clear inputs vs. outputs separation +- Scenario switches that update entire model +- Sensitivity tables linked to key outputs + +### Technology Integration +- Cloud-based collaboration +- Version control for model history +- Audit trails for changes +- API connections for live data + +### Visualization +- Interactive dashboards +- Drill-down capability +- Export to multiple formats +- Mobile-friendly views +``` + +### Total Cost of Ownership (TCO) + +``` +## TCO Analysis + +### Direct Costs +| Cost Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | +|---------------|--------|--------|--------|--------|--------| +| Acquisition | $X | | | | | +| Implementation | $X | $X | | | | +| Operation | | $X | $X | $X | $X | +| Maintenance | | $X | $X | $X | $X | +| Upgrade/Replace | | | | $X | $X | + +### Indirect Costs +- Training costs +- Productivity loss during implementation +- Support overhead +- Compliance/certification costs + +### TCO Summary +| Metric | Value | +|--------|-------| +| Total TCO | $X | +| Annualized TCO | $X | +| Cost per user/year | $X | +``` + +--- + +## Best Practices + +1. **Document all assumptions**: Future cash flows are only as good as the assumptions +2. **Be conservative**: Use realistic, not optimistic, assumptions +3. **Show your work**: Include supporting calculations +4. **Test sensitivity**: Identify which assumptions matter most +5. **Consider risks**: Include risk-adjusted scenarios +6. **Compare alternatives**: Always show options, not just recommended path +7. **Quantify intangible benefits**: Try to put numbers on soft benefits +8. **Update regularly**: Business cases should be living documents +9. **Include AI/Tech considerations**: Technology costs and benefits matter +10. **Apply Monte Carlo**: Use probability-based risk analysis for major investments +11. **Consider real options**: Value of flexibility in staged investments +12. **Make it auditable**: Structure for easy review and validation + +--- + +## Notes + +- The "number" is never the point — the business case supports a decision +- Finance and strategy must work together — numbers without story lack impact +- Sensitivity analysis is more important than precise projections +- Always stress-test the business case with realistic downside scenarios +- Be prepared to explain every assumption +- If you can't explain it simply, you don't understand it well enough +- Always include technology/digital dimension in business cases +- AI/ML investments have specific cost structures - account for data, compute, talent +- Platform investments have different economics - consider network effects diff --git a/management-consulting/skills/problem-solving/SKILL.md b/management-consulting/skills/problem-solving/SKILL.md new file mode 100644 index 0000000..8c68af1 --- /dev/null +++ b/management-consulting/skills/problem-solving/SKILL.md @@ -0,0 +1,473 @@ +--- +name: problem-solving +description: Apply hypothesis-driven problem solving methodology. Use when breaking down complex business problems, structuring analysis, or guiding fact-finding. Based on the structured decomposition principle and the 7-step problem solving process. +--- + +# Problem Solving Skill + +You are a strategic problem-solving assistant applying hypothesis-driven methodology. You structure complex problems, develop testable hypotheses, and guide systematic fact-finding to reach actionable recommendations. + +**Important**: This skill provides analytical frameworks and structured thinking approaches. All analyses and recommendations should be reviewed by qualified professionals before client presentation or implementation. + +--- + +## The Consulting Problem-Solving Process + +### Step 1: Define the Problem + +Before any analysis, rigorously define the problem. Modern problem definition emphasizes **outcome clarity** and **constraints upfront**: + +``` +## Problem Definition + +### The Question +[What exactly are we trying to solve? State in one sentence.] + +### The Context +- Industry: [Industry context and dynamics] +- Organization: [Company context and strategic position] +- Timeframe: [When does this need to be resolved] +- Technology landscape: [Digital/AI context if relevant] + +### Success Criteria +- What does a successful solution look like? +- How will we measure success? +- What are the constraints? +- What is the decision timeline? + +### Out of Scope +- What are we NOT solving for? +- What boundaries exist? + +### Problem Framing Techniques +- **Jobs-to-be-Done**: What job is the client hiring this solution to do? +- **Pain-Priority Matrix**: Rate pain points by frequency × impact +- **Is/Is Not**: Clarify what the problem is and isn't +``` + +**Key questions to clarify:** +- Is this the right problem to solve? +- Is the problem statement specific enough? +- Are we solving symptoms or root causes? +- What would happen if we did nothing? +- How does digital transformation/AI opportunity change the problem space? +- What data and analytics capabilities exist to support the analysis? + +### Step 2: Structure the Problem + +Apply the structured decomposition principle (Mutually Exclusive, Collectively Exhaustive), enhanced with **hypothesis-first structuring**: + +``` +## Problem Structure (structured decomposition) + +### Primary Branches +1. [First dimension of the problem] + - [Sub-component A] + - [Sub-component B] + - [Sub-component C] + +2. [Second dimension of the problem] + - [Sub-component A] + - [Sub-component B] + +3. [Third dimension of the problem] + - [Sub-component A] + - [Sub-component B] + - [Sub-component C] + +### Digital/Technology Lens (if applicable) +- What technology-enabled solutions exist? +- What data/analytics can inform this problem? +- What AI/automation opportunities exist? +``` + +**Common Problem Structures:** + +| Problem Type | Recommended Structure | Modern Twist | +|--------------|----------------------|--------------| +| Profitability decline | Revenue × Price + Cost structure | Include digital monetization channels | +| Market entry | Market size × Share + Requirements | Add platform/network effects analysis | +| Operational inefficiency | Throughput × Yield + Cycle time | Include automation/AI potential | +| Customer churn | Acquisition × Retention × Lifetime value | Add personalization/AI-driven retention | +| Growth strategy | Core business + Adjacent opportunities + Transformational | Include platform/ecosystem plays | +| Digital transformation | Current state + Capability gaps + Technology options | Add AI maturity and adoption factors | + +### Step 3: Prioritize Issues + +Modern prioritization uses **value-effort analysis** combined with **hypothesis importance**: + +``` +## Issue Prioritization + +| Issue Branch | Importance | Feasibility of Analysis | Value Potential | Priority | +|--------------|------------|------------------------|-----------------|----------| +| [Issue 1] | High/Med/Low | High/Med/Low | High/Med/Low | 1 | +| [Issue 2] | High/Med/Low | High/Med/Low | High/Med/Low | 2 | +| [Issue 3] | High/Med/Low | High/Med/Low | High/Med/Low | 3 | + +### Priority Rationale +- [Why Priority 1 matters most] +- [What we need to learn] +- [Quick wins we can pursue in parallel] +``` + +**Decision criteria enhancements:** +- Where is the biggest lever? +- Where is the data available? +- What will have the greatest impact? +- What is the time sensitivity? +- Where can AI/analytics accelerate insight? +- What can we test quickly with minimum viable analysis? + +### Step 4: Develop Hypotheses + +Form testable hypotheses early — this focuses fact-finding. Modern approach emphasizes **specificity** and **actionability**: + +``` +## Hypotheses + +### Hypothesis 1: [Specific, testable statement] +- **Current belief**: [What we think is true] +- **Evidence needed**: [What would prove/disprove] +- **Data source**: [Where to find evidence] +- **Quick test**: [Fast way to validate/invalidate] +- **If true, then**: [Recommended action] + +### Hypothesis 2: [Specific, testable statement] +- **Current belief**: [What we think is true] +- **Evidence needed**: [What would prove/disprove] +- **Data source**: [Where to find evidence] +- **Quick test**: [Fast way to validate/invalidate] +- **If true, then**: [Recommended action] + +### Hypothesis 3: [Specific, testable statement] +- **Current belief**: [What we think is true] +- **Evidence needed**: [What would prove/disprove] +- **Data source**: [Where to find evidence] +- **Quick test**: [Fast way to validate/invalidate] +- **If true, then**: [Recommended action] +``` + +**Good hypothesis characteristics:** +- Specific and concrete +- Testable with available data +- Implies a recommended action +- States "we believe X because Y" +- Includes digital/AI dimension when relevant +- Has a quick validation path + +### Step 5: Conduct Analysis + +Structure your analysis to test hypotheses. Modern analysis leverages **AI and analytics** where possible: + +``` +## Analysis Plan + +### Analysis 1: [Name] +- **Tests hypothesis**: [Which hypothesis] +- **Approach**: [Analytical method] +- **Data required**: [Inputs needed] +- **Expected output**: [What we learn] +- **AI/Analytics opportunity**: [Where can technology accelerate?] + +### Analysis 2: [Name] +- **Tests hypothesis**: [Which hypothesis] +- **Approach**: [Analytical method] +- **Data required**: [Inputs needed] +- **Expected output**: [What we learn] +- **AI/Analytics opportunity**: [Where can technology accelerate?] +``` + +**Analytical approaches:** + +| Situation | Recommended Analysis | Modern Addition | +|-----------|---------------------|-----------------| +| Profit driver identification | Bridge analysis, variance analysis | Real-time dashboard integration | +| Market sizing | Top-down, bottom-up, triangulated | AI-powered market sensing | +| Competitive assessment | Relative positioning, scenario analysis | Competitive AI/intelligence tools | +| Financial projections | Scenario modeling, sensitivity analysis | Monte Carlo + AI forecasting | +| Process optimization | Time studies, root cause analysis | Process mining + AI automation | +| Customer insights | Segmentation, journey mapping | AI-driven sentiment + behavior prediction | + +### Step 6: Synthesize Findings + +Draw conclusions that answer the original question. Modern synthesis emphasizes **storytelling with data**: + +``` +## Synthesis + +### What We Learned +1. [Finding 1 — directly tests a hypothesis] +2. [Finding 2 — directly tests a hypothesis] +3. [Finding 3 — connects findings] + +### So What? +- [Implication of finding 1] +- [Implication of finding 2] +- [Implication of finding 3] + +### The Answer +[Direct answer to the problem question] + +### Data Visualization Recommendations +- [Key chart type for finding 1] +- [Key chart type for finding 2] +``` + +### Step 7: Develop Recommendations + +Translate findings into action. Modern recommendations include **implementation and AI adoption roadmap**: + +``` +## Recommendations + +### Recommendation 1: [Clear action] +- **Rationale**: [Why this addresses the problem] +- **Impact**: [Expected outcome - quantified] +- **Effort**: [Resources required] +- **Timing**: [When to act] +- **Implementation approach**: [How to execute] +- **AI/Technology component**: [Technology-enabled aspects if any] + +### Recommendation 2: [Clear action] +- **Rationale**: [Why this addresses the problem] +- **Impact**: [Expected outcome - quantified] +- **Effort**: [Resources required] +- **Timing**: [When to act] +- **Implementation approach**: [How to execute] +- **AI/Technology component**: [Technology-enabled aspects if any] + +### Recommendation 3: [Clear action] +- **Rationale**: [Why this addresses the problem] +- **Impact**: [Expected outcome - quantified] +- **Effort**: [Resources required] +- **Timing**: [When to act] +- **Implementation approach**: [How to execute] +- **AI/Technology component**: [Technology-enabled aspects if any] +``` + +--- + +## Issue Trees: The Building Blocks + +### Hypothesis Tree (Modern Format) + +``` + [Ultimate Question] + + ┌───────────────┼───────────────┐ + ▼ ▼ ▼ + [Hypothesis 1] [Hypothesis 2] [Hypothesis 3] + │ │ │ + ┌────┴────┐ ┌────┴────┐ ┌────┴────┐ + ▼ ▼ ▼ ▼ ▼ ▼ + [Proof 1] [Proof 2] [Proof 1] [Proof 2] [Proof 1] [Proof 2] + │ │ │ + ┌────┴────┐ ┌────┴────┐ ┌────┴────┐ + ▼ DATA ▼ ▼ DATA ▼ ▼ DATA ▼ + [Quick Test] [Quick Test] [Quick Test] +``` + +### Logic Tree + +``` + [Problem Statement] + + ┌───────────────┼───────────────┐ + ▼ ▼ ▼ + [Driver A] [Driver B] [Driver C] + │ │ + ┌────┴────┐ ┌────┴────┐ + ▼ ▼ ▼ ▼ + [Factor 1] [Factor 2] [Factor 3] [Factor 4] + │ │ + [Root Cause] [Root Cause] +``` + +--- + +## Structured Decomposition Application + +### Example: Market Analysis + +**NOT Structured (overlapping):** +- North America +- Europe +- Emerging markets +- Developed markets + +**Structured:** +- North America +- Europe +- Asia-Pacific +- Latin America +- Middle East & Africa + +**Digital-First Structure:** +- Core markets (established digital presence) +- Growth markets (digital accelerating) +- Emerging markets (digital leapfrogging) + +### Example: Revenue Breakdown + +**NOT Structured (inconsistent):** +- Product revenue +- Service revenue +- License revenue +- Software + +**Structured:** +- Product revenue +- Service revenue +- License revenue +- Other revenue + +**Structured for Digital Business:** +- Recurring revenue (subscriptions, SaaS) +- Transaction revenue (usage-based, marketplace) +- Professional services +- Ecosystem/partner revenue + +--- + +## Fact-Finding Best Practices + +### Data Collection + +1. **Start with existing sources**: Internal databases, published reports, prior analyses +2. **Validate data quality**: Check for completeness, accuracy, relevance +3. **Triangulate**: Use multiple sources to confirm findings +4. **Document assumptions**: Note any extrapolations or estimates +5. **Leverage AI**: Use AI tools for rapid data synthesis and pattern detection + +### Interviews (Enhanced) + +1. **Prepare questions**: Align with hypotheses +2. **Listen more, talk less**: 80% listen, 20% ask follow-ups +3. **Take notes**: Capture direct quotes and observations +4. **Verify understanding**: Summarize back to confirm +5. **Use digital tools**: Record (with permission), transcribe, analyze with AI + +### Analysis + +1. **Show your work**: Document methodology +2. **Check math**: Verify calculations +3. **Test sensitivity**: Understand which inputs matter most +4. **Consider alternatives**: Stress-test conclusions +5. **Apply AI augmentation**: Use analytics for pattern detection at scale + +--- + +## Common Pitfalls + +### To Avoid + +| Pitfall | Why It's Problematic | Solution | +|---------|---------------------|----------| +| Defining the problem too broadly | Diffuses analysis | Narrow scope iteratively | +| Jumping to solutions | Misses root causes | Follow the process | +| Collecting all data | Wastes time | Prioritize hypotheses | +| Confirming existing beliefs | Biases analysis | Actively seek disconfirming evidence | +| Presenting findings without recommendations | Leaves client without action | Always translate to action | +| Ignoring digital/AI dimensions | Misses transformation opportunities | Include technology lens in every problem | +| Over-complicating the analysis | Delays insights | Apply 80/20 principle | +| Not using AI/analytics where available | Misses efficiency | Identify AI augmentation opportunities early | + +--- + +## Output Templates + +### Problem Definition Document + +``` +# Problem Definition: [Project Name] + +## The Question +[One sentence defining the problem] + +## Background +[Context and why this matters now] + +## Strategic Context +- Digital/technology landscape: [Brief description] +- Competitive dynamics: [Key changes] +- Client capability: [Current state] + +## Success Criteria +- [Criterion 1] +- [Criterion 2] +- [Criterion 3] + +## Constraints +- [Constraint 1] +- [Constraint 2] + +## Out of Scope +- [Item 1] +- [Item 2] + +## Decision Timeline +[When must decision be made] +``` + +### Work Plan (Modern Agile-Informed) + +``` +# Work Plan: [Project Name] + +## Phase 1: Problem Definition (Sprint X) +- [Activity 1] +- [Activity 2] +- Deliverable: [Deliverable] +- Quick wins: [Any immediate insights possible] + +## Phase 2: Analysis (Sprints X-Y) +- [Activity 1] +- [Activity 2] +- Deliverable: [Deliverable] +- Parallel workstreams: [AI/analytics work if any] + +## Phase 3: Recommendations (Sprint Z) +- [Activity 1] +- [Activity 2] +- Deliverable: [Deliverable] + +## Ongoing +- Weekly synthesis sessions +- Client check-ins +- Iteration based on new insights +``` + +--- + +## Problem Solving Enhancements + +### When Analytics Can Help + +| Problem Phase | AI/Analytics Opportunity | +|---------------|------------------------| +| Problem definition | Industry benchmarks, similar case analysis | +| Data gathering | Automated data collection, web scraping | +| Analysis | Pattern detection, anomaly identification | +| Synthesis | Analytics-generated insights, trend analysis | +| Recommendations | Scenario simulation, option scoring | + +### Using Analytics Responsibly + +- Always validate analytics-generated insights with human judgment +- Document what analysis helped with vs. human insight +- Consider data privacy and client confidentiality +- Be transparent about AI limitations + +--- + +## Notes + +- The hypothesis-driven approach saves time by focusing fact-finding +- Structured problem trees are reusable — build a library of problem trees +- Always return to the original question — don't let analysis drift +- Recommendations must be actionable — vague advice helps no one +- Quality of problem definition determines quality of solution +- Always consider the digital/AI dimension of problems +- Apply agile principles: iterate, validate, adapt +- Leverage AI for efficiency but trust human judgment for insights diff --git a/management-consulting/skills/process-excellence/SKILL.md b/management-consulting/skills/process-excellence/SKILL.md new file mode 100644 index 0000000..6fb49b6 --- /dev/null +++ b/management-consulting/skills/process-excellence/SKILL.md @@ -0,0 +1,485 @@ +--- +name: process-excellence +description: Apply Lean Six Sigma methodology for process improvement and operational excellence. Use when analyzing business processes, identifying waste, or designing improved workflows. Includes DMAIC methodology, value stream mapping, process mining integration, and process optimization tools used by operational consulting practices. +--- + +# Process Excellence Skill + +You are a process improvement assistant applying Lean Six Sigma methodologies used in operational consulting engagements. You analyze processes, identify improvement opportunities, and design solutions that eliminate waste and enhance value delivery. + +**Important**: This skill provides process improvement frameworks and techniques. Significant process changes should be implemented with appropriate change management and pilot testing. + +## The DMAIC Methodology + +### Overview + +``` +## DMAIC Framework + +D - Define → Define the problem and process boundaries +M - Measure → Measure current performance and collect data +A - Analyze → Analyze root causes and identify variation +I - Improve → Develop and implement solutions +C - Control → Sustain improvements and monitor performance + +### Key Principle +DMAIC is a data-driven improvement cycle used for improving, +optimizing and stabilizing business processes and designs. +``` + +--- + +## Phase 1: Define + +### Problem Statement + +``` +## Define the Problem + +### Problem Statement +[The problem to be solved, in one sentence] + +### Background +- **Process**: [Name of process] +- **Current state**: [What's wrong] +- **Impact**: [Who is affected, what is the cost] +- **Goal**: [What improvement is needed] + +### Scope +- **In scope**: [What's included] +- **Out of scope**: [What's excluded] +- **Boundaries**: [Where process starts/ends] + +### Project Charter + +| Element | Content | +|---------|---------| +| Project name | [Name] | +| Problem statement | [Statement] | +| Goal statement | [SMART goal] | +| Scope | [Boundaries] | +| Timeline | [Start - End dates] | +| Team | [Members and roles] | +| Sponsor | [Executive sponsor] | +``` + +### Process Mapping + +``` +## Process Definition + +### Process Overview +- **Process name**: [Name] +- **Owner**: [Person responsible] +- **Purpose**: [Why this process exists] +- **Customers**: [Who receives the output] +- **Inputs**: [What enters the process] +- **Outputs**: [What leaves the process] + +### High-Level Process Map + + ┌─────────┐ + │ INPUT │ + └────┬────┘ + │ + ▼ + ┌───────────┐ ┌───────────┐ ┌───────────┐ + │ STEP 1 │────▶│ STEP 2 │────▶│ STEP 3 │ + └───────────┘ └───────────┘ └───────────┘ + │ │ + ▼ ▼ + ┌─────────┐ ┌─────────┐ + │OUTPUT 1 │ │OUTPUT 2 │ + └─────────┘ └─────────┘ +``` + +--- + +## Phase 2: Measure + +### Process Metrics + +``` +## Current State Metrics + +### Key Process Indicators (KPIs) + +| Metric | Definition | Current Performance | Target | Gap | +|--------|------------|---------------------|--------|-----| +| Cycle time | [Definition] | [Value] | [Value] | [Gap] | +| Throughput | [Definition] | [Value] | [Value] | [Gap] | +| Defect rate | [Definition] | [Value] | [Value] | [Gap] | +| Cost per unit | [Definition] | [Value] | [Value] | [Gap] | + +### Process Capability + +| Metric | Specification | Current | Capability (Cpk) | +|--------|--------------|---------|-----------------| +| [CTQ 1] | [Spec limits] | [Mean, SD] | [Cpk value] | +| [CTQ 2] | [Spec limits] | [Mean, SD] | [Cpk value] | + +### Data Collection Plan + +| Data Element | Measurement Method | Sample Size | Frequency | Owner | +|--------------|-------------------|-------------|-----------|-------| +| [Element 1] | [Method] | [Size] | [Freq] | [Name] | +| [Element 2] | [Method] | [Size] | [Freq] | [Name] | +``` + +### Value Stream Mapping + +``` +## Value Stream Map: [Process Name] + +### Current State Map + +┌──────────────────────────────────────────────────────────────────────────┐ +│ CURRENT STATE MAP │ +│ │ +│ [Supplier] ──▶│◀────▶│◀────▶│◀────▶│◀────▶│◀────▶│◀──▶ [Customer] │ +│ │ │ │ │ │ │ │ +│ C/T C/T C/T C/T C/T C/T │ +│ 5m 3m 10m 2m 8m 4m │ +│ │ │ │ │ │ │ │ +│ WIP WIP WIP WIP WIP WIP │ +│ 12 8 25 5 15 3 │ +│ │ │ │ │ │ │ │ +│ ████ ████ ████ ████ ████ ████ │ +│ ████ ████ ████ ████ ████ ████ │ +│ │ +│ Total Lead Time: XXX min │ +│ Value-Added Time: XXX min │ +│ % Value-Added: XX% │ +└──────────────────────────────────────────────────────────────────────────┘ + +### Legend +- C/T = Cycle Time (time to complete one unit) +- WIP = Work in Progress +- ████ = Process step +``` + +### Process Mining Integration + +``` +## Process Mining Analysis + +### Discovery Metrics +- **Variants discovered**: [Number of process paths identified] +- **Average case duration**: [Time] +- **Deviation points**: [Locations where process deviates from ideal] + +### Conformance Analysis +- **Compliance rate**: [Percentage] +- **Deviating cases**: [Number and percentage] +- **Root causes of deviation**: [Identified patterns] + +### Process Intelligence +| Metric | Finding | Recommendation | +|--------|---------|----------------| +| [Bottleneck] | [Location] | [Improvement] | +| [Rework loop] | [Location] | [Redesign] | +| [Wait time] | [Location] | [Reduce] | +``` + +--- + +## Phase 3: Analyze + +### Root Cause Analysis + +``` +## Root Cause Analysis + +### Problem Breakdown +[Main problem broken into components] + + [PROBLEM] + │ + ┌─────┴─────┐ + │ │ + [Cause 1] [Cause 2] + │ │ + ┌──┴──┐ ┌──┴──┐ + │ │ │ │ +[C1A] [C1B] [C2A] [C2B] + +### Root Cause Identification + +| Potential Cause | Data Source | Analysis Method | Validated? | +|-----------------|-------------|-----------------|------------| +| [Cause 1] | [Data] | [Method] | Yes/No | +| [Cause 2] | [Data] | [Method] | Yes/No | +``` + +### 5 Whys Analysis + +``` +Problem: [Problem statement] + +1. Why? [Answer] +2. Why? [Answer] +3. Why? [Answer] +4. Why? [Answer] +5. Why? [Answer] + +**Root Cause**: [Final root cause] +``` + +### Fishbone Diagram + +``` + [PROBLEM] + │ + ┌────────────────────┼────────────────────┐ + │ │ │ + │ │ │ + PEOPLE PROCESS EQUIPMENT + │ │ │ + │ │ │ + │ │ │ + └────────────────────┴────────────────────┘ + + MATERIALS + │ + │ +``` + +### Waste Identification (TIMWOODS) + +``` +## Lean Wastes: TIMWOODS + +| Waste | Description | Examples in Process | Impact | +|-------|-------------|---------------------|--------| +| Transport | Unnecessary movement of materials | [Example] | [Impact] | +| Inventory | Excess stock beyond immediate need | [Example] | [Impact] | +| Motion | Unnecessary movement of people | [Example] | [Impact] | +| Waiting | Idle time between steps | [Example] | [Impact] | +| Overproduction | Making more than needed | [Example] | [Impact] | +| Over-processing | Doing more than required | [Example] | [Impact] | +| Defects | Errors requiring rework | [Example] | [Impact] | +| Skills | Underutilizing human potential | [Example] | [Impact] | + +### Waste Reduction Opportunities + +| Waste Type | Opportunity | Expected Benefit | +|------------|-------------|------------------| +| [Type] | [Opportunity] | [Benefit] | +``` + +--- + +## Phase 4: Improve + +### Solution Development + +``` +## Improvement Solutions + +### Solution Options + +| Solution | Impact | Effort | Risk | Score | Selected? | +|----------|--------|--------|------|-------|-----------| +| [Option 1] | H/M/L | H/M/L | H/M/L | [Calc] | [Yes/No] | +| [Option 2] | H/M/L | H/M/L | H/M/L | [Calc] | [Yes/No] | + +### Recommended Solution: [Name] + +**Description**: [What the solution is] + +**How it works**: [Step-by-step description] + +**Automation Integration**: +- **Tasks for automation**: [Steps identified] +- **Human decision points**: [Required judgments] +- **System integrations**: [Connections needed] + +**Benefits**: +- [Benefit 1] +- [Benefit 2] +- [Benefit 3] + +**Implementation approach**: +1. [Step 1] +2. [Step 2] +3. [Step 3] +``` + +### Pilot Plan + +``` +## Pilot Plan + +| Element | Details | +|---------|---------| +| Scope | [What will be piloted] | +| Location | [Where] | +| Duration | [Time period] | +| Success criteria | [Metrics and targets] | +| Rollout criteria | [What must be achieved] | +``` + +### Future State Map + +``` +## Future State Map: [Process Name] + +┌──────────────────────────────────────────────────────────────────────────┐ +│ FUTURE STATE MAP │ +│ │ +│ [Supplier] ──▶│◀────────────────▶│◀──────────▶ [Customer] │ +│ │ │ │ +│ C/T C/T │ +│ 5m 15m │ +│ │ │ │ +│ WIP WIP │ +│ 2 2 │ +│ │ │ │ +│ ████ ═════════════╦╦╦═══════════▶ ████ │ +│ ████ ══ IMPROVED PROCESS ══════════════▶ ████ │ +│ │ +│ Total Lead Time: XX min (XX% reduction) │ +│ Value-Added Time: XX min (XX% of total) │ +└──────────────────────────────────────────────────────────────────────────┘ +``` + +--- + +## Phase 5: Control + +### Control Plan + +``` +## Control Plan + +### Control Measures + +| Process Input | Control Method | Monitoring Frequency | Owner | Response | +|--------------|----------------|----------------------|-------|----------| +| [Input 1] | [Method] | [Frequency] | [Name] | [Response] | +| [Input 2] | [Method] | [Frequency] | [Name] | [Response] | + +### Control Charts + +| Metric | Chart Type | UCL | LCL | Target | Frequency | +|--------|------------|-----|-----|--------|-----------| +| [Metric] | [Type] | [Value] | [Value] | [Value] | [Freq] | + +### Response Plan + +| Trigger | Response | Owner | Timeline | +|---------|----------|-------|----------| +| [Trigger 1] | [Response] | [Name] | [Time] | +| [Trigger 2] | [Response] | [Name] | [Time] | + +### Sustaining Improvements +- Training plan for process owners +- Documentation updates +- Handover checklist +- Escalation process +``` + +--- + +## Process Improvement Tools + +### SIPOC Analysis + +``` +## SIPOC: [Process Name] + +| Element | Content | +|---------|---------| +| **S**uppliers | [Who provides inputs] | +| **I**nputs | [What enters the process] | +| **P**rocess | [Main process steps] | +| **O**utputs | [What the process produces] | +| **C**ustomers | [Who receives the outputs] | +``` + +### Standard Work + +``` +## Standard Work: [Process Name] + +### Standard Work Document + +| Element | Description | +|---------|-------------| +| Cycle time | [Target time per unit] | +| WIP limit | [Maximum work in progress] | +| Sequence | [Steps in order] | +| Takt time | [Customer demand rate] | + +### Work Instructions + +1. **Step 1**: [Description] + - Time: [X minutes] + - Check: [Quality check point] + +2. **Step 2**: [Description] + - Time: [X minutes] + - Check: [Quality check point] +``` + +--- + +## Key Metrics and Targets + +### Process Metrics Dashboard + +``` +## Process Performance Dashboard + +### Efficiency Metrics + +| Metric | Baseline | Current | Target | Status | +|--------|----------|---------|--------|--------| +| Cycle time | [Value] | [Value] | [Value] | [G/Y/R] | +| Throughput | [Value] | [Value] | [Value] | [G/Y/R] | +| Utilization | [Value] | [Value] | [Value] | [G/Y/R] | + +### Quality Metrics + +| Metric | Baseline | Current | Target | Status | +|--------|----------|---------|--------|--------| +| Defect rate | [Value] | [Value] | [Value] | [G/Y/R] | +| FPY (First Pass Yield) | [Value] | [Value] | [Value] | [G/Y/R] | +| Customer complaints | [Value] | [Value] | [Value] | [G/Y/R] | + +### Cost Metrics + +| Metric | Baseline | Current | Target | Status | +|--------|----------|---------|--------|--------| +| Cost per unit | [Value] | [Value] | [Value] | [G/Y/R] | +| Scrap cost | [Value] | [Value] | [Value] | [G/Y/R] | +| Rework cost | [Value] | [Value] | [Value] | [G/Y/R] | + +### Legend +G = Green (on target), Y = Yellow (at risk), R = Red (off target) +``` + +--- + +## Best Practices + +1. **Start with data**: Never assume — measure current state before proposing improvements +2. **Focus on the customer**: Value is defined by the customer, not internal convenience +3. **Eliminate waste first**: Remove non-value-added activities before optimizing +4. **Standardize before improving**: You can only improve what is standardized +5. **Think systemically**: Changes in one area affect other areas +6. **Engage the people doing the work**: They know the process best +7. **Pilot before rollout**: Test improvements before full implementation +8. **Control to sustain**: Improvements revert without proper control mechanisms + +--- + +## Notes + +- Lean is about flow — eliminate bottlenecks and reduce wait times +- Six Sigma is about variation — reduce defects and inconsistencies +- Together, they drive both efficiency and effectiveness +- The "improved" process must work for the people who operate it +- Continuous improvement is a journey, not a destination +- If you're not measuring, you're not improving +- The best process improvement is one that doesn't require improvement diff --git a/management-consulting/skills/project-governance/SKILL.md b/management-consulting/skills/project-governance/SKILL.md new file mode 100644 index 0000000..3c2b7aa --- /dev/null +++ b/management-consulting/skills/project-governance/SKILL.md @@ -0,0 +1,526 @@ +--- +name: project-governance +description: Establish and manage project governance including RACI matrices, steering committees, and stage gates. Use when setting up engagement governance, defining roles and responsibilities, or structuring project decision-making. Based on consulting engagement management best practices. +--- + +# Project Governance Skill + +You are a project governance assistant applying the frameworks and structures used in consulting engagements. You establish governance frameworks that ensure clear decision-making, accountability, and stakeholder alignment throughout the project lifecycle. + +**Important**: This skill provides governance frameworks and templates. Governance structures should be customized to project size, complexity, and organizational context. + +## Governance Framework Design + +### Level 1: Project Charter + +``` +## Project Charter: [Project Name] + +### Project Overview +| Element | Content | +|---------|---------| +| Project name | [Name] | +| Sponsor | [Executive sponsor] | +| Project director | [Accountable executive] | +| Engagement manager | [Day-to-day lead] | +| Start date | [Date] | +| Target end date | [Date] | + +### Business Context +- **Problem statement**: [What problem does this solve?] +- **Expected outcomes**: [What will this achieve?] +- **Strategic alignment**: [How does this support strategy?] + +### Scope +- **In scope**: [What's included] +- **Out of scope**: [What's excluded] +- **Assumptions**: [What we're assuming] +- **Constraints**: [Limitations we're working within] + +### Success Criteria +| Criterion | Metric | Target | +|-----------|--------|--------| +| [Criterion 1] | [Metric] | [Target] | +| [Criterion 2] | [Metric] | [Target] | +| [Criterion 3] | [Metric] | [Target] | + +### Key Milestones +| Milestone | Target Date | Dependencies | +|-----------|-------------|--------------| +| [Milestone 1] | [Date] | [Dependencies] | +| [Milestone 2] | [Date] | [Dependencies] | +| [Milestone 3] | [Date] | [Dependencies] | + +### Budget +| Category | Budget | Spent | Remaining | +|----------|--------|-------|-----------| +| [Category 1] | $[Amount] | $[Amount] | $[Amount] | +| **Total** | **$[Amount]** | **$[Amount]** | **$[Amount]** | + +### Sign-off +| Role | Name | Signature | Date | +|------|------|-----------|------| +| Sponsor | | | | +| Project Director | | | | +``` + +--- + +### Level 2: RACI Matrix + +``` +## RACI Matrix: [Project Name] + +### Legend +- **R**esponsible: Does the work +- **A**ccountable: Ultimate decision authority +- **C**onsulted: Provides input before decisions +- **I**nformed: Kept updated on decisions + +### RACI by Workstream + +| Activity/Decision | Sponsor | Director | Eng Manager | Team | Client | Client Team | +|-------------------|---------|----------|-------------|------|--------|--------------| +| **Strategy & Direction** | | | | | | | +| Define project scope | I | A | R | C | I | C | +| Approve major decisions | A | C | R | I | C | I | +| **Planning** | | | | | | | +| Develop work plan | I | A | R | C | I | C | +| Estimate effort | I | I | A | R | C | C | +| **Execution** | | | | | | | +| Conduct analysis | I | I | A | R | C | C | +| Develop deliverables | I | I | A | R | C | C | +| Review deliverables | I | C | A | R | C | C | +| **Governance** | | | | | | | +| Steering committee | A | C | R | I | C | I | +| Status reporting | I | I | A | R | I | I | +| Issue resolution | I | C | A | R | C | C | +| **Closure** | | | | | | | +| Final acceptance | A | C | R | I | R | C | +| Lessons learned | I | I | A | R | C | C | + +### RACI Construction Rules +1. Only ONE "A" per activity — clear accountability +2. "R" can be multiple — shared work +3. "C" should be limited — consult selectively +4. "I" is the default — don't over-specify +``` + +--- + +### Level 3: Steering Committee + +``` +## Steering Committee: [Project Name] + +### Committee Charter + +#### Purpose +[What the steering committee does] + +#### Responsibilities +1. Approve project scope and changes +2. Resolve escalated issues +3. Ensure resources are available +4. Make strategic decisions +5. Monitor project health + +#### Authority +- Approve budget changes up to $[Amount] +- Approve timeline changes up to [X] weeks +- Escalate beyond these limits to [executive] + +#### Limitations +- Cannot approve scope increases beyond [amount] +- Cannot extend timeline beyond [date] +- Must escalate to [role] for major strategy changes + +### Committee Composition + +| Role | Name | Organization | Committee Role | +|------|------|--------------|----------------| +| Chair | [Name] | [Org] | Final authority | +| Member | [Name] | [Org] | Strategic guidance | +| Member | [Name] | [Org] | Business perspective | +| Member | [Name] | [Org] | Technical perspective | +| Secretary | [Name] | [Org] | Admin support | + +### Meeting Cadence + +| Meeting | Frequency | Duration | Attendees | +|---------|-----------|----------|-----------| +| Steering committee | Monthly | 60 min | Full committee | +| Working session | Weekly | 30 min | Eng Manager + Client lead | +| Ad-hoc | As needed | 90 min | As required | + +### Agenda Template + +#### Standard Steering Committee Agenda + +1. **Opening and approvals** (5 min) + - Approve previous minutes + - Approve agenda + +2. **Project status** (15 min) + - Dashboard review + - Milestone status + +3. **Issues and decisions** (15 min) + - Escalated issues + - Decisions needed + +4. **Change requests** (10 min) + - Scope changes + - Budget changes + +5. **Forward look** (10 min) + - Upcoming milestones + - Risks + +6. **AOB** (5 min) + - Any other business + +### Escalation Matrix + +| Issue Type | First Response | Escalation Path | +|------------|---------------|-----------------| +| Scope change | Eng Manager → | Director → Sponsor → Steering | +| Schedule risk | Eng Manager → | Director → Sponsor | +| Resource conflict | Eng Manager → | Director → HR | +| Budget variance | Eng Manager → | Director → Finance | +| Strategic issue | Director → | Sponsor → Steering | +``` + +--- + +### Level 4: Stage Gate Framework + +``` +## Stage Gate Model: [Project Name] + +### Stage Gate Overview + + ┌────────┐ ┌────────┐ ┌────────┐ ┌────────┐ + │ STAGE 1│───▶│ STAGE 2│───▶│ STAGE 3│───▶│ STAGE 4│ + │ Plan │ │ Analyze│ │ Design │ │Implement│ + └────┬───┘ └────┬───┘ └────┬───┘ └────┬───┘ + │ │ │ │ + ▼ ▼ ▼ ▼ + ┌─────────┐ ┌─────────┐ ┌─────────┐ ┌─────────┐ + │ GATE 1 │ │ GATE 2 │ │ GATE 3 │ │ GATE 4 │ + │ Plan │ │ Issue │ │ Design │ │ Go Live │ + │Approval │ │ Review │ │Approval │ │ Review │ + └─────────┘ └─────────┘ └─────────┘ └─────────┘ + +### Gate Criteria + +#### Gate 1: Plan Approval +| Criterion | Required Evidence | +|-----------|------------------| +| Scope defined | Approved charter, RACI | +| Plan approved | Detailed work plan | +| Resources confirmed | Team assigned | +| Budget approved | Approved budget | +| Risks identified | Risk register | + +#### Gate 2: Issue Review +| Criterion | Required Evidence | +|-----------|------------------| +| Analysis complete | Findings documented | +| Options evaluated | Options analysis | +| Recommendation clear | Draft recommendations | +| Client aligned | Client sign-off | + +#### Gate 3: Design Approval +| Criterion | Required Evidence | +|-----------|------------------| +| Solution designed | Solution documentation | +| Business case validated | Updated financials | +| Implementation plan | Roadmap approved | +| Change ready | Change plan approved | + +#### Gate 4: Go-Live Review +| Criterion | Required Evidence | +|-----------|------------------| +| Implementation complete | Deliverables accepted | +| Benefits realized | Benefits tracking | +| Controls in place | Control plan | +| Lessons captured | Lessons learned | + +### Gate Decision Options + +| Decision | Meaning | Action | +|----------|---------|--------| +| GO | Approved to proceed | Move to next stage | +| GO WITH CONDITIONS | Approved with modifications | Document conditions | +| REDO | Insufficient readiness | Address gaps | +| STOP | Terminate project | Close project | +``` + +--- + +## Hybrid Delivery Framework + +### Agile-Waterfall Integration + +``` +## Hybrid Delivery Model + +### Methodology Selection Guide + +| Workstream | Approach | Rationale | +|------------|----------|-----------| +| [WS 1] | Agile | [Why] | +| [WS 2] | Waterfall | [Why] | +| [WS 3] | Hybrid | [Why] | + +### Sprint-Phase Alignment + + ┌─────────────────────────────────────────────────────────┐ + │ PROJECT PHASE │ + └─────────────────────────────────────────────────────────┘ + + ┌─────────┐ ┌─────────┐ ┌─────────┐ ┌─────────┐ + │ Sprint 1│ │ Sprint 2│ │ Sprint 3│ │ Sprint 4│ + └─────────┘ └─────────┘ └─────────┘ └─────────┘ + + ←─────────── PHASE DELIVERABLE ────────────→ + +### Hybrid Governance Elements + +| Element | Approach | Cadence | +|---------|----------|---------| +| Steering committee | Phase-based | End of phase | +| Status reporting | Sprint-based | Weekly | +| Scope management | Backlog grooming | Per sprint | +| Quality gates | Definition of Done | Per sprint | +``` + +--- + +## Status Reporting + +### Status Report Template + +``` +## Project Status Report: [Project Name] +### Period: [Date] to [Date] +### Prepared by: [Name] +### Date: [Date] + +### Executive Summary +[Brief 2-3 sentence status] + +### Dashboard + +| Dimension | Status | Trend | Comments | +|-----------|--------|-------|----------| +| Overall | [R/A/G] | [Up/Down/Flat] | [Summary] | +| Schedule | [R/A/G] | [Up/Down/Flat] | [Summary] | +| Budget | [R/A/G] | [Up/Down/Flat] | [Summary] | +| Scope | [R/A/G] | [Up/Down/Flat] | [Summary] | +| Quality | [R/A/G] | [Up/Down/Flat] | [Summary] | + +### Milestone Status + +| Milestone | Target | Forecast | Status | Variance | +|-----------|--------|----------|--------|----------| +| [M1] | [Date] | [Date] | [Status] | [Variance] | +| [M2] | [Date] | [Date] | [Status] | [Variance] | +| [M3] | [Date] | [Date] | [Status] | [Variance] | + +### Workstream Status + +| Workstream | Progress | Status | Key Updates | +|------------|----------|--------|-------------| +| [WS1] | X% | [R/A/G] | [Update] | +| [WS2] | X% | [R/A/G] | [Update] | + +### Risks and Issues + +#### Top Risks +| Risk | Impact | Probability | Mitigation | Owner | +|------|--------|-------------|------------|-------| +| [R1] | [H/M] | [H/M/L] | [Mitigation] | [Name] | +| [R2] | [H/M] | [H/M/L] | [Mitigation] | [Name] | + +#### Open Issues +| Issue | Severity | Status | Owner | Due | +|-------|----------|--------|-------|-----| +| [I1] | [H/M] | [Open] | [Name] | [Date] | +| [I2] | [H/M] | [Open] | [Name] | [Date] | + +### Upcoming Period + +| Item | Date | Owner | +|------|------|-------| +| [Item 1] | [Date] | [Name] | +| [Item 2] | [Date] | [Name] | + +### Decisions Needed +1. [Decision 1] +2. [Decision 2] + +### Resource Summary +| Resource | Plan | Actual | Variance | +|----------|------|--------|----------| +| [Role] | [Hours] | [Hours] | [Variance] | +``` + +--- + +## Issue and Risk Management + +### Risk Register + +``` +## Risk Register: [Project Name] + +### Risk Assessment Matrix + + IMPACT + Low Medium High + ┌───────────────┐ + High │ MEDIUM │ HIGH │ +L │ MONITOR │ CRITICAL│ +I └───────────────┼─────────┤ +K │ LOW │ MEDIUM │ +E │ ACCEPT │ MONITOR │ +L └───────────────┘ + +I │ +O │ +U │ +R │ + │ + +### Risk Register + +| ID | Risk | Category | Impact | Prob | Score | Mitigation | Owner | Status | +|----|------|----------|--------|------|-------|------------|-------|--------| +| R01 | [Risk] | [Cat] | H/M/L | H/M/L | [S] | [Mitigation] | [Name] | [Open] | +| R02 | [Risk] | [Cat] | H/M/L | H/M/L | [S] | [Mitigation] | [Name] | [Open] | + +### Risk Response Strategies + +| Strategy | When to Use | Example | +|----------|-------------|---------| +| Mitigate | High impact/probability | Reduce probability or impact | +| Transfer | High impact, low control | Insurance, outsourcing | +| Accept | Low impact/probability | Document and monitor | +| Avoid | High impact, high probability | Change approach | +``` + +### Issue Log + +``` +## Issue Log: [Project Name] + +| ID | Issue | Severity | Status | Created | Owner | Due | Resolution | +|----|-------|----------|--------|---------|-------|-----|------------| +| I01 | [Issue] | [H/M/L] | [Open] | [Date] | [Name] | [Date] | [Resolution] | +| I02 | [Issue] | [H/M/L] | [Open] | [Date] | [Name] | [Date] | [Resolution] | + +### Issue Severity Definitions +- **Critical**: Project cannot proceed; requires immediate action +- **High**: Significant impact on project; requires escalation +- **Medium**: Moderate impact; needs attention +- **Low**: Minor impact; can be addressed in normal course +``` + +--- + +## Project Closure + +### Closure Checklist + +``` +## Project Closure Checklist: [Project Name] + +### Deliverable Handover +- [ ] All deliverables completed and accepted +- [ ] Documentation delivered and archived +- [ ] Source materials provided +- [ ] Training completed + +### Financial Closure +- [ ] Final invoices submitted +- [ ] All expenses reconciled +- [ ] Budget variance explained +- [ ] Purchase orders closed + +### Resource Handover +- [ ] Team resources released +- [ ] Knowledge transfer completed +- [ ] Client team trained + +### Governance +- [ ] Final status report delivered +- [ ] Steering committee approval +- [ ] Lessons learned captured + +### Administrative +- [ ] Contracts closed +- [ ] Vendors paid +- [ ] Access credentials returned +- [ ] Project mailbox closed + +### Celebration +- [ ] Team recognized +- [ ] Client thanked +- [ ] Success documented +``` + +### Lessons Learned + +``` +## Lessons Learned: [Project Name] + +### What Worked Well +| Practice | Why It Worked | Recommendation | +|----------|---------------|----------------| +| [Practice 1] | [Reason] | [Continue] | +| [Practice 2] | [Reason] | [Continue] | + +### What Could Improve +| Practice | Issue | Recommendation | +|----------|-------|----------------| +| [Practice 1] | [Issue] | [Improve] | +| [Practice 2] | [Issue] | [Improve] | + +### Key Insights +1. [Insight 1] +2. [Insight 2] +3. [Insight 3] + +### Recommendations for Future Projects +1. [Recommendation 1] +2. [Recommendation 2] +``` + +--- + +## Best Practices + +1. **Establish governance early**: Set up RACI and steering committee at project start +2. **Keep it proportional**: Governance overhead should match project size/complexity +3. **One accountable person**: Clear accountability prevents decision paralysis +4. **Escalate appropriately**: Define clear escalation paths and thresholds +5. **Report regularly**: Consistent status reporting builds trust +6. **Manage risks proactively**: Identify and mitigate before they become issues +7. **Document decisions**: Maintain decision log for audit trail +8. **Learn and improve**: Capture lessons learned for future projects +9. **Close properly**: Don't skip closure activities — they build relationships + +--- + +## Notes + +- Governance is about enabling, not restricting — make it add value +- Too much governance slows everything down; too little causes chaos +- The RACI is a living document — update as things change +- Status reporting should be efficient — provide value, not just compliance +- Issues are not failures — how we handle them defines success +- Always escalate early — surprises are never good +- Document everything — verbal agreements have no memory +- The sponsor sets the tone — their involvement matters diff --git a/management-consulting/skills/strategic-frameworks/SKILL.md b/management-consulting/skills/strategic-frameworks/SKILL.md new file mode 100644 index 0000000..11ee2b5 --- /dev/null +++ b/management-consulting/skills/strategic-frameworks/SKILL.md @@ -0,0 +1,770 @@ +--- +name: strategic-frameworks +description: Apply strategic frameworks for external analysis, internal analysis, and strategy formulation. Includes Five Forces Analysis, PESTLE, 7S, VRIO, Growth-Share Matrix, and Ansoff. +--- + +# Strategic Frameworks Skill + +You are a strategic analysis assistant applying established strategic frameworks and analytical tools. You select appropriate frameworks based on the business question, apply them rigorously, and synthesize insights into actionable recommendations. + +**Important**: This skill provides analytical frameworks based on established management theory. All analyses and recommendations should be reviewed by qualified professionals before implementation. + +--- + +## Framework Selection Guide + +### By Business Question + +| Question | Primary Framework(s) | Secondary Frameworks | +|----------|---------------------|---------------------| +| How attractive is our industry? | Five Forces Analysis | PESTLE, Value Chain, Platform Economics | +| How should we compete? | Competitive Positioning Framework | Growth-Share Matrix, Competitive Canvas | +| How is our organization aligned? | Organizational 7S | Organization Assessment, Digital Maturity | +| What is our competitive advantage? | VRIO | Value Chain, RBV, Digital Capabilities | +| How should we grow? | Ansoff Matrix | Growth-Share Matrix, Market Entry, Platform | +| What external factors affect us? | PESTLE | Scenario Planning, STEEPLE, ESG | +| What are our strategic options? | Strategy Canvas | Three Horizons, Synergy Map | +| How should we enter a new market? | Market Entry Framework | Five Forces Analysis, 4C Framework | +| What is our business model? | Business Model Canvas | Strategy Diamond, Lean Canvas, Platform Canvas | +| How do we create value? | Value Chain | Customer Journey, Service Profit Chain, Digital Value Chain | +| How do we leverage AI? | AI Strategy Framework | Digital Transformation, Capabilities | +| How do we build a platform? | Platform Strategy | Network Effects, Ecosystem | + +--- + +## External Analysis Frameworks + +### 1. Five Forces Analysis (Enhanced) + +**Purpose**: Assess industry attractiveness and competitive intensity + +``` +## Five Forces Analysis: [Industry] + +### 1. Threat of New Entrants +**Assessment**: [High/Medium/Low] + +Key Factors: +| Factor | Assessment | Implication | +|--------|------------|-------------| +| Barriers to entry | [High/Low] | [Impact on threat] | +| Capital requirements | [High/Low] | [Impact on threat] | +| Economies of scale | [High/Low] | [Impact on threat] | +| Access to distribution | [High/Low] | [Impact on threat] | +| Brand loyalty | [High/Low] | [Impact on threat] | +| **Digital/Platform barriers** | [High/Low] | [Network effects, data advantages] | + +### 2. Bargaining Power of Buyers +**Assessment**: [High/Medium/Low] + +Key Factors: +| Factor | Assessment | Implication | +|--------|------------|-------------| +| Buyer concentration | [High/Low] | [Impact on power] | +| Buyer volume | [High/Low] | [Impact on power] | +| Price sensitivity | [High/Low] | [Impact on power] | +| Ability to substitute | [High/Low] | [Impact on power] | +| Difference between competitors | [High/Low] | [Impact on power] | +| **Digital switch costs** | [High/Low] | [Data lock-in, learning curve] | + +### 3. Bargaining Power of Suppliers +**Assessment**: [High/Medium/Low] + +Key Factors: +| Factor | Assessment | Implication | +|--------|------------|-------------| +| Supplier concentration | [High/Low] | [Impact on power] | +| Supplier volume | [High/Low] | [Impact on power] | +| Switching costs | [High/Low] | [Impact on power] | +| Supplier differentiation | [High/Low] | [Impact on power] | +| **Platform supplier power** | [High/Low] | [App store, cloud platforms] | + +### 4. Threat of Substitutes +**Assessment**: [High/Medium/Low] + +Key Factors: +| Factor | Assessment | Implication | +|--------|------------|-------------| +| Substitute availability | [High/Low] | [Impact on threat] | +| Perceived value | [High/Low] | [Impact on threat] | +| Price-performance | [High/Low] | [Impact on threat] | +| Buyer propensity to switch | [High/Low] | [Impact on threat] | +| **Digital substitutes** | [High/Low] | [Freemium, DIY solutions] | + +### 5. Competitive Rivalry +**Assessment**: [High/Medium/Low] + +Key Factors: +| Factor | Assessment | Implication | +|--------|------------|-------------| +| Number of competitors | [Many/Few] | [Impact on rivalry] | +| Industry concentration | [High/Low] | [Impact on rivalry] | +| Industry growth | [High/Low] | [Impact on rivalry] | +| Exit barriers | [High/Low] | [Impact on rivalry] | +| Product differentiation | [High/Low] | [Impact on rivalry] | +| **Platform competition** | [High/Low] | [Winner-takes-all dynamics] | + +### Industry Attractiveness Summary +[Overall assessment of profitability potential] + +### Strategic Implications +- [How to compete in this industry] +- [Where to position] +- [How to mitigate forces] +- [Platform strategy considerations] +``` + +### 2. PESTLE Analysis (Enhanced) + +**Purpose**: Analyze external macro-environmental factors + +``` +## PESTLE Analysis: [Industry/Market/Company] + +### Political +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [Factor 1] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Factor 2] | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Economic +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [GDP growth] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Interest rates] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Inflation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Exchange rates] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[AI economic impact]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Social +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [Demographics] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Lifestyle trends] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Consumer behavior] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[Digital adoption]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Technological +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [Innovation rate] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Automation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Digital transformation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[AI/ML adoption]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[Cloud migration]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Legal +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [Regulations] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Compliance requirements] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[Data privacy/AI regulation]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Environmental +| Factor | Trend | Impact | Timeframe | Strategic Response | +|--------|-------|--------|-----------|-------------------| +| [Climate change] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Sustainability] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| [Resource scarcity] | [Trend] | [H/M/L] | [S/M/L] | [Response] | +| **[ESG pressures]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | + +### Key Trends Summary +1. [Most significant trend and impact] +2. [Second most significant trend and impact] +3. [Third most significant trend and impact] +``` + +--- + +## Internal Analysis Frameworks + +### 3. Organizational 7S Framework (Enhanced) + +**Purpose**: Assess organizational alignment and capability + +``` +## Organizational 7S Analysis: [Organization] + +### Framework Overview +Seven internal elements that must be aligned for organizational effectiveness: + +| Element | Hard Elements | Current State | Target State | Gap | Priority | +|---------|--------------|---------------|--------------|-----|----------| +| Strategy | Hard | [Description] | [Description] | [Gap] | [High/Med] | +| Structure | Hard | [Description] | [Description] | [Gap] | [High/Med] | +| Systems | Hard | [Description] | [Description] | [Gap] | [High/Med] | + +| Element | Soft Elements | Current State | Target State | Gap | Priority | +|---------|--------------|---------------|--------------|-----|----------| +| Shared Values | Soft | [Description] | [Description] | [Gap] | [High/Med] | +| Style | Soft | [Description] | [Description] | [Gap] | [High/Med] | +| Staff | Soft | [Description] | [Description] | [Gap] | [High/Med] | +| Skills | Soft | [Description] | [Description] | [Gap] | [High/Med] | + +### Detailed Assessment (Enhanced) + +#### Strategy +- Current strategic objectives: [List] +- Competitive positioning: [Description] +- Strategic gaps: [List] +- **Digital strategy**: [Description] +- **AI strategy**: [Description] + +#### Structure +- Organizational design: [Description] +- Reporting relationships: [Description] +- Structural gaps: [List] +- **Agility/team structure**: [Description] + +#### Systems +- Key processes: [List] +- IT infrastructure: [Description] +- System gaps: [List] +- **Data & analytics platforms**: [Description] +- **AI/automation systems**: [Description] + +#### Shared Values +- Core values: [List] +- Cultural norms: [Description] +- Value gaps: [List] +- **Innovation culture**: [Description] +- **Data-driven culture**: [Description] + +#### Style +- Leadership approach: [Description] +- Decision-making patterns: [Description] +- Style gaps: [List] +- **Digital-first mindset**: [Description] + +#### Staff +- Workforce capabilities: [Description] +- Talent pipeline: [Description] +- Staff gaps: [List] +- **Digital talent**: [Description] +- **AI/ML skills**: [Description] + +#### Skills +- Core competencies: [List] +- Unique capabilities: [Description] +- Skill gaps: [List] +- **Analytics capabilities**: [Description] +- **AI adoption skills**: [Description] + +### Alignment Assessment +- [Which elements are aligned?] +- [Which elements have gaps?] +- [What are the implications of misalignment?] +- [Digital/AI alignment status] + +### Recommendations +1. [Recommendation to close gap 1] +2. [Recommendation to close gap 2] +3. [Recommendation to close gap 3] +4. [Digital capability building] +5. [AI readiness improvement] +``` + +### 4. VRIO Framework (Enhanced) + +**Purpose**: Assess competitive advantage and resource value + +``` +## VRIO Analysis: [Resource/Capability] + +### Resources and Capabilities Assessment + +| Resource/Capability | Valuable? | Rare? | Imitable? | Organized? | Competitive Implication | +|--------------------|-----------|-------|------------|------------|----------------------| +| [Resource 1] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | +| [Resource 2] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | +| [Capability 1] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | +| **[AI/Data Assets]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | +| **[Platform Capabilities]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | +| **[Digital Channels]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | + +### VRIO Analysis Definitions + +- **Valuable**: Does the resource enable the firm to implement strategies that improve efficiency or effectiveness? +- **Rare**: How many competitors possess this resource? +- **Imitable**: Is it costly for competitors to acquire or develop this resource? +- **Organized**: Is the firm organized to capture the value of this resource? + +### Competitive Implications + +| Implication | Definition | Action | +|-------------|------------|--------| +| Competitive Parity | Valuable, but common | Cannot be source of advantage | +| Temporary Advantage | Valuable, rare, but imitable | Advantage dissipates as competitors imitate | +| Sustained Advantage | Valuable, rare, difficult to imitate | Source of sustained competitive advantage | +| Parity / Disadvantage | Not valuable | Competitive disadvantage | + +### Key Insights +- [Which resources provide sustained advantage?] +- [Which resources need development?] +- [What are the imitation barriers?] +- [How do digital/AI assets compare?] +``` + +--- + +## Strategy Formulation Frameworks + +### 5. Growth-Share Matrix + +**Purpose**: Analyze business portfolio and resource allocation + +``` +## Growth-Share Matrix: [Company Portfolio] + +### Portfolio Analysis + +| Business Unit | Market Growth Rate | Relative Market Share | Quadrant | Strategy | +|---------------|-------------------|----------------------|----------|---------| +| [BU 1] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | +| [BU 2] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | +| [BU 3] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | + +### Quadrant Strategies + +#### Stars (High Growth, High Share) +- **Characteristics**: Market leaders, generate cash, need investment +- **Strategy**: Invest to maintain position and capture growth +- **Risk**: Can become Cash Cows if market matures +- Digital/AI stars require data advantage investment + +#### Question Marks (High Growth, Low Share) +- **Characteristics**: High potential, need significant investment +- **Strategy**: Invest selectively or divest — convert to Stars or exit +- **Risk**: Consume cash without results +- AI-first Question Marks have different economics + +#### Cash Cows (Low Growth, High Share) +- **Characteristics**: Market leaders in mature market, generate cash +- **Strategy**: Harvest profits to fund other businesses +- **Risk**: Can decline rapidly if neglected +- Digital transformation opportunities for Cash Cows + +#### Dogs (Low Growth, Low Share) +- **Characteristics**: Weak market position, limited growth +- **Strategy**: Liquidate or divest — minimize investment +- **Risk**: Cash trap +- Could be AI transformation candidates? + +### Portfolio Implications +- [Cash flow assessment] +- [Investment requirements] +- [Recommended rebalancing] +- [Digital/AI portfolio strategy] + +### Recommendations +1. [Rebalancing recommendation 1] +2. [Rebalancing recommendation 2] +3. [Timeline and investment requirements] +4. [AI/digital investment allocation] +``` + +### 6. Ansoff Matrix (Enhanced) + +**Purpose**: Analyze growth strategies + +``` +## Ansoff Matrix: [Company] Growth Strategy + +### Current Position +- Current products: [List] +- Current markets: [List] +- Current revenue: $[Amount] + +### Growth Options + +| Strategy | Description | Risk Level | Required Capability | +|----------|-------------|------------|---------------------| +| Market Penetration | Sell more existing products to existing markets | Low | Marketing, distribution | +| Product Development | Develop new products for existing markets | Medium | R&D, innovation | +| Market Development | Enter new markets with existing products | Medium | Market access, localization | +| Diversification | Enter new markets with new products | High | New capabilities | + +### Market Penetration +- **Approach**: [Increase market share, increase usage, acquire competitors] +- **Opportunity**: [Market size and share potential] +- **Risk**: [Competition response] +- **Investment**: [Required for execution] +- **Digital angle**: [Online channel growth, personalization] + +### Product Development +- **Approach**: [New features, new variants, new categories] +- **Opportunity**: [Customer demand, competitive gap] +- **Risk**: [Development cost, time to market] +- **Investment**: [R&D and launch costs] +- **AI-enhanced**: [AI-powered features, personalization] + +### Market Development +- **Approach**: [New geographies, new segments, new channels] +- **Opportunity**: [New market size and accessibility] +- **Risk**: [Local competition, regulatory] +- **Investment**: [Market entry costs] +- **Digital-first**: [Global digital reach, remote delivery] + +### Diversification +- **Approach**: [Related diversification, Unrelated diversification] +- **Opportunity**: [New market and product combination] +- **Risk**: [Highest — new capabilities required] +- **Investment**: [Significant — new business building] +- **Platform play**: [Ecosystem, API-based] + +### Recommended Strategy +- **Primary choice**: [Strategy with rationale] +- **Secondary option**: [Contingency strategy] +- **Investment**: [Amount and timeline] +``` + +--- + +### 7. Nine-Box Matrix + +**Purpose**: Multi-business portfolio prioritization + +``` +## Nine-Box: [Company Portfolio] + +### Matrix Assessment + +| | Weak Industry Strength | Medium Industry Strength | Strong Industry Strength | +|---|---|---|---| +| **Strong Business Position** | [Select] | [Invest] | [Leader] | +| **Medium Business Position** | [Harvest] | [Select] | [Invest] | +| **Weak Business Position** | [Divest] | [Harvest] | [Select] | + +### Business Assessment + +| Business Unit | Market Attractiveness | Competitive Position | Rating | Strategy | +|---------------|----------------------|---------------------|--------|---------| +| [BU 1] | [H/M/L] | [H/M/L] | [X,Y] | [Strategy] | +| [BU 2] | [H/M/L] | [H/M/L] | [X,Y] | [Strategy] | + +### Investment Implications +- [How to allocate resources across portfolio] +- [Prioritization rationale] +``` + +--- + +## Competitive Strategy Frameworks + +### 8. Competitive Positioning Framework (Enhanced) + +**Purpose**: Define competitive positioning + +``` +## Competitive Positioning Framework: [Company/Unit] + +### Current Position Assessment + +| Dimension | Current State | Assessment | +|-----------|---------------|------------| +| Target scope | [Broad/Narrow] | [Appropriate?] | +| Cost advantage | [Source and sustainability] | [Strength] | +| Differentiation | [Unique attribute] | [Strength] | + +### Strategic Choice Analysis + +#### Cost Leadership +**Definition**: Becoming the lowest cost producer in the industry + +**Suitability when**: +- Price competition is intense +- Product is standardized +- Few ways to achieve differentiation +- Buyers are price-sensitive + +**Required capabilities**: +- Process engineering skills +- Lean operations +- Strong procurement +- Efficient distribution +- **AI/automation for cost reduction** + +**Risks**: +- Technology changes +- Competitors underpricing +- Narrow focus limits premium pricing +- **AI disruption of cost structure** + +#### Differentiation +**Definition**: Being unique in something valued by customers + +**Suitability when**: +- Many ways to achieve differentiation +- Customer needs are diverse +- Innovation is valued +- Brand matters + +**Required capabilities**: +- R&D and innovation +- Strong marketing +- Creative talent +- Quality reputation +- **AI-driven personalization** + +**Risks**: +- Imitation by competitors +- Cost of differentiation +- Narrow focus limits market +- **AI commoditization** + +#### Focus +**Definition**: Serving a narrow segment better than competitors + +**Suitability when**: +- Segment has distinct needs +- Competitors under-serve segment +- Resources don't support broad approach + +**Required capabilities**: +- Deep segment understanding +- Specialized capabilities +- Strong segment relationships + +**Risks**: +- Segment shrinks +- Broad competitors enter +- Segment preferences change + +### Recommended Strategy +- **Chosen position**: [Cost Leadership / Differentiation / Focus] +- **Rationale**: [Why this fits] +- **How to achieve**: [Key actions] +- **How to defend**: [Sustainability mechanisms] +- **Digital dimension**: [How technology enables this position] +``` + +--- + +## Digital Strategy Frameworks + +### 9. Digital Maturity Assessment + +``` +## Digital Maturity Assessment: [Organization] + +### Dimensions + +| Dimension | Current Level (1-5) | Target Level | Gap | Priority | +|-----------|-------------------|--------------|-----|----------| +| Digital Strategy | [Level] | [Level] | [Gap] | [H/M/L] | +| Customer Experience | [Level] | [Level] | [Gap] | [H/M/L] | +| Operations & Processes | [Level] | [Level] | [Gap] | [H/M/L] | +| Organization & Culture | [Level] | [Level] | [Gap] | [H/M/L] | +| Data & Analytics | [Level] | [Level] | [Gap] | [H/M/L] | +| AI Adoption | [Level] | [Level] | [Gap] | [H/M/L] | +| Technology Infrastructure | [Level] | [Level] | [Gap] | [H/M/L] | + +### Maturity Levels +1. Initial / Ad-hoc +2. Developing / Emerging +3. Defined / Scaling +4. Managed / Optimizing +5. Leading / Innovating + +### Recommendations +1. [Priority digital investment 1] +2. [Priority digital investment 2] +3. [Capability building priorities] +``` + +### 10. AI Strategy Framework + +``` +## AI Strategy: [Organization] + +### Current State +- AI maturity level: [1-5] +- Current AI use cases: [List] +- Data readiness: [Assessment] +- AI talent: [Assessment] + +### Strategic AI Opportunities + +| Opportunity | Impact | Feasibility | Priority | Timeframe | +|-------------|--------|-------------|----------|-----------| +| [Use case 1] | [H/M/L] | [H/M/L] | [Priority] | [Timeline] | +| [Use case 2] | [H/M/L] | [H/M/L] | [Priority] | [Timeline] | + +### AI Roadmap +- Phase 1 (0-6 months): [Quick wins] +- Phase 2 (6-18 months): [Scale AI] +- Phase 3 (18+ months): [AI transformation] + +### Required Investments +- Technology: [Investments needed] +- Talent: [Skills needed] +- Data: [Data improvements needed] +- Governance: [AI governance requirements] + +### Risk Considerations +- [AI risk 1 and mitigation] +- [AI risk 2 and mitigation] +``` + +--- + +## Additional Frameworks + +### 11. Value Chain Analysis (Enhanced) + +**Purpose**: Understand how value is created in the business + +``` +## Value Chain Analysis: [Company] + +### Primary Activities + +| Activity | Description | Value Created | Cost | Competitive Advantage | +|----------|-------------|---------------|------|---------------------| +| Inbound logistics | [Receiving, storage] | [Value] | [Cost] | [High/Med/Low] | +| Operations | [Production, service delivery] | [Value] | [Cost] | [High/Med/Low] | +| Outbound logistics | [Distribution, delivery] | [Value] | [Cost] | [High/Med/Low] | +| Marketing & sales | [Promotion, selling] | [Value] | [Cost] | [High/Med/Low] | +| Service | [Support, maintenance] | [Value] | [Cost] | [High/Med/Low] | + +### Support Activities + +| Activity | Description | Value Created | Cost | Competitive Advantage | +|----------|-------------|---------------|------|---------------------| +| Procurement | [Sourcing, purchasing] | [Value] | [Cost] | [High/Med/Low] | +| Technology | [R&D, IT, automation] | [Value] | [Cost] | [High/Med/Low] | +| Human resources | [Recruiting, training] | [Value] | [Cost] | [High/Med/Low] | +| Firm infrastructure | [Finance, legal, management] | [Value] | [Cost] | [High/Med/Low] | + +### Digital Value Chain Additions +- **Data & Analytics**: [Value from data] +- **AI Capabilities**: [AI-driven value] +- **Platform/Ecosystem**: [Network value] + +### Value Chain Linkages +- [Key connections between activities that create competitive advantage] +- [How activities reinforce each other] + +### Cost Analysis +- [Where are costs incurred?] +- [Where is value added?] + +### Differentiation Sources +- [Which activities create unique value for customers?] +- [What cannot be easily copied?] +``` + +### 12. Three Horizons Model (Enhanced) + +**Purpose**: Balance short-term and long-term growth + +``` +## Three Horizons: [Company] Growth Pipeline + +### Horizon 1: Defend and Grow Core Business +**Timeframe**: 0-12 months +**Focus**: Optimize existing business + +| Initiative | Impact | Investment | Timeline | +|------------|--------|------------|----------| +| [Initiative 1] | [Revenue impact] | $[Amount] | [Duration] | +| [Initiative 2] | [Revenue impact] | $[Amount] | [Duration] | + +### Horizon 2: Nurture Emerging Businesses +**Timeframe**: 1-3 years +**Focus**: Scale promising new businesses + +| Initiative | Market Size | Investment | Timeline | +|------------|-------------|------------|----------| +| [Initiative 1] | $[Amount] | $[Amount] | [Duration] | +| [Initiative 2] | $[Amount] | $[Amount] | [Duration] | + +### Horizon 3: Create Viable Future Options +**Timeframe**: 3-7+ years +**Focus**: Explore transformational opportunities + +| Option | Potential | Risk | Investment | +|--------|-----------|------|------------| +| [Option 1] | [Market potential] | [High/Med/Low] | $[Amount] | +| [Option 2] | [Market potential] | [High/Med/Low] | $[Amount] | + +### Investment Allocation +- Horizon 1: [% of investment] +- Horizon 2: [% of investment] +- Horizon 3: [% of investment] + +### Key Risks +- [Risk to core business] +- [Risk in emerging businesses] +- [Risk in future options] +- [AI/disruption risk] +``` + +--- + +## Framework Synthesis + +### Multi-Framework Analysis Template + +When analyzing a complex situation, synthesize multiple frameworks: + +``` +## Strategic Analysis Summary: [Situation] + +### External Landscape +- **Industry attractiveness**: [Industry forces assessment] +- **Key external trends**: [PESTLE top trends] +- **Competitive dynamics**: [Five Forces implications] +- **Digital disruption**: [Assessment] + +### Internal Position +- **Organizational alignment**: [7S assessment] +- **Competitive advantage**: [VRIO assessment] +- **Value creation**: [Value Chain insights] +- **Digital readiness**: [Digital maturity] + +### Growth Options +- **Current portfolio**: [Growth-Share assessment] +- **Growth strategy**: [Ansoff recommendation] +- **Future pipeline**: [Three Horizons view] +- **AI opportunities**: [AI strategy assessment] + +### Strategic Choice +- **Recommended position**: [Competitive positioning recommendation] +- **Key capabilities to build**: [Prioritized list] +- **Investment priorities**: [Resource allocation] +- **Digital transformation**: [Roadmap] + +### Implementation +- **Phase 1 priorities**: [Quick wins] +- **Phase 2 priorities**: [Medium-term] +- **Phase 3 priorities**: [Long-term] +``` + +--- + +## Best Practices + +1. **Select frameworks intentionally**: Choose based on the question, not habit +2. **Customize frameworks**: Adapt to specific context — generic analysis has limited value +3. **Combine frameworks**: Different frameworks reveal different insights +4. **Fill in with data**: Frameworks are empty without facts +5. **Draw implications**: Analysis without recommendations is incomplete +6. **Challenge assumptions**: Test whether framework conclusions hold +7. **Communicate clearly**: Translate framework output into client language +8. **Include digital dimension**: Always consider technology/AI implications +9. **Apply platform thinking**: Consider network effects and ecosystem dynamics +10. **Think about AI readiness**: Every framework should consider AI implications + +--- + +## Notes + +- Frameworks are tools to structure thinking, not formulas to fill in +- The quality of analysis depends on the quality of data and insight, not framework selection +- Always connect framework outputs to actionable recommendations +- Be prepared to explain why certain frameworks were selected or excluded +- When frameworks conflict, explore the contradiction — it often reveals insight +- Digital and AI considerations should be embedded in every framework +- Platform economics and network effects are increasingly important +- ESG factors are now material to strategic analysis diff --git a/management-consulting/skills/workshop-facilitation/SKILL.md b/management-consulting/skills/workshop-facilitation/SKILL.md new file mode 100644 index 0000000..285ccd6 --- /dev/null +++ b/management-consulting/skills/workshop-facilitation/SKILL.md @@ -0,0 +1,681 @@ +--- +name: workshop-facilitation +description: Design and facilitate strategy workshops, design thinking sessions, and innovation sprints with modern hybrid methodologies. Use when planning facilitated sessions, conducting discovery workshops, or running strategy alignment sessions. Includes session design, facilitation techniques, and common workshop formats. +--- + +# Workshop Facilitation Skill + +You are a workshop design and facilitation assistant. You help plan, structure, and run effective strategy workshops, design thinking sessions, and innovation sprints. You apply proven facilitation methodologies and design thinking approaches. + +**Important**: This skill provides facilitation frameworks and session designs. Facilitators should have appropriate training and experience before leading high-stakes client workshops. + +--- + +## Workshop Planning Framework + +### Phase 1: Define Workshop Objectives + +``` +## Workshop Design: [Workshop Name] + +### Business Context +- **Client**: [Organization name] +- **Situation**: [Why is this workshop needed?] +- **Timing**: [When in the project?] +- **Format**: [In-person / Virtual / Hybrid] + +### Objectives +| Objective | Success Metric | Priority | +|-----------|----------------|----------| +| [Objective 1] | [How we'll measure success] | Must have | +| [Objective 2] | [How we'll measure success] | Should have | +| [Objective 3] | [How we'll measure success] | Nice to have | + +### Participants +| Role | Name | Influence | Interest | Pre-work Required | Remote/On-site | +|------|------|-----------|----------|-------------------|----------------| +| [Role 1] | [Name] | [High/Med/Low] | [High/Med/Low] | [Yes/No] | [R/O/B] | +| [Role 2] | [Name] | [High/Med/Low] | [High/Med/Low] | [Yes/No] | [R/O/B] | + +### Stakeholder Map +- **Decision makers**: [Who must approve outcomes] +- **Influencers**: [Who shapes discussion] +- **Participants**: [Who contributes] +- **Experts**: [Who provides input] +``` + +### Phase 2: Design Session Structure + +``` +### Workshop Flow + +#### Opening (X minutes) +- Welcome and introductions [X min] +- Workshop objectives and agenda [X min] +- Logistics and ground rules [X min] +- Technology setup check [X min] (for virtual/hybrid) + +#### Context Setting (X minutes) +- [Presentation or briefing on current state] [X min] +- Q&A [X min] + +#### [Module 1 Name] (X minutes) +- [Activity 1] [X min] +- [Activity 2] [X min] +- [Activity 3] [X min] +- [Break] [X min] (if > 90 min) + +#### [Module 2 Name] (X minutes) +- [Activity 1] [X min] +- [Activity 2] [X min] +- Synthesis [X min] + +#### [Module 3 Name] (X minutes) +- [Activity 1] [X min] +- [Activity 2] [X min] +- Decision/ratification [X min] + +#### Closing (X minutes) +- Summary and key decisions [X min] +- Next steps and owner assignments [X min] +- Feedback collection [X min] + +### Total Time: [X hours] +``` + +### Phase 3: Prepare Materials + +``` +### Materials Checklist + +#### Participant Materials +- [ ] Agenda (pre-worked) +- [ ] Pre-reads and context documents +- [ ] Name placards +- [ ] Note-taking templates +- [ ] Sticky notes and markers +- [ ] Flip chart paper +- [ ] Digital collaboration link (virtual) +- [ ] Breakout room assignments + +#### Facilitation Materials +- [ ] Detailed facilitator guide +- [ ] Timing cue cards +- [ ] Backup activities +- [ ] Parking lot chart +- [ ] Decision log template +- [ ] Parking lot handling approach +- [ ] Polling/survey tools ready + +#### Technology Setup +- [ ] Video conferencing tested +- [ ] Screen sharing prepared +- [ ] Breakout rooms configured +- [ ] Collaborative whiteboard ready (Miro, Mural, etc.) +- [ ] Chat monitoring assigned +- [ ] Recording consent obtained +- [ ] Backup internet connection + +#### Room Setup +- [ ] U-shape for discussion +- [ ] Tables for team exercises +- [ ] Wall space for posting +- [ ] Screen and projector +- [ ] Breakout space available +``` + +--- + +## Common Workshop Formats + +### 1. Discovery Workshop + +**Purpose**: Understand current state, challenges, and opportunities + +``` +## Discovery Workshop Design + +### Objectives +- Understand current business situation +- Identify key challenges and pain points +- Map stakeholder perspectives +- Surface assumptions and hypotheses + +### Suggested Flow (Half Day) + +#### Part 1: Business Context (60 min) +- Company overview and history +- Strategic priorities and goals +- Current challenges + +#### Part 2: Stakeholder Perspectives (60 min) +- Round-robin: Each stakeholder shares view +- Common themes and differences +- Priority ranking of challenges + +#### Part 3: Journey Mapping (60 min) +- Map key business processes +- Identify pain points and gaps +- Quick wins identification + +#### Part 4: Opportunity Framing (60 min) +- Problem statement development +- Success criteria definition +- Next steps agreement + +### Key Outputs +- Current state assessment +- Challenge prioritization +- Opportunity shortlist +- Project charter draft +``` + +### 2. Strategy Alignment Workshop + +**Purpose**: Align leadership on strategic direction + +``` +## Strategy Alignment Workshop Design + +### Objectives +- Align leadership on strategic direction +- Resolve strategic trade-offs +- Build commitment to strategy +- Identify execution priorities + +### Suggested Flow (Full Day) + +#### Morning: Current State (3 hours) + +**Session 1: External Reality (60 min)** +- Market trends and competitive forces +- Customer insights +- PESTLE implications +- Include AI/digital disruption + +**Session 2: Internal Reality (60 min)** +- Performance review +- Capability assessment +- Digital maturity review + +**Session 3: Strategic Choices (60 min)** +- Strategy options review +- Trade-off decisions +- Preliminary direction + +#### Afternoon: Future State (3 hours) + +**Session 4: Strategic Direction (60 min)** +- Strategic narrative +- Strategic pillars +- Success definition + +**Session 5: Execution Priorities (60 min)** +- Key initiatives +- Resource allocation +- Timeline + +**Session 6: Commitment (60 min)** +- Role assignments +- Governance +- Next steps + +### Key Outputs +- Agreed strategic direction +- Strategic pillars +- Initiative priorities +- Action assignments +``` + +### 3. Design Thinking Workshop + +**Purpose**: Generate and prototype solutions to user problems + +``` +## Design Thinking Workshop Design + +### Objectives +- Understand user needs deeply +- Generate creative solutions +- Prototype and test concepts +- Build team alignment + +### Suggested Flow (2 Days) + +#### Day 1: Understand and Empathize (8 hours) + +**Session 1: Challenge Framing (60 min)** +- Define the design challenge +- Set success criteria +- Establish constraints + +**Session 2: User Research (120 min)** +- User interview synthesis +- Persona development +- Journey mapping + +**Session 3: Insights Synthesis (60 min)** +- Key insights extraction +- "How might we" questions +- Opportunity areas + +#### Day 2: Ideate and Prototype (8 hours) + +**Session 4: Ideation (120 min)** +- Divergent thinking techniques +- Quantity over quality +- Idea clustering + +**Session 5: Selection (60 min)** +- Evaluation criteria +- Voting and selection +- Concept development + +**Session 6: Prototyping (120 min)** +- Rapid prototyping +- Low-fidelity builds +- User testing preparation + +**Session 7: Testing (60 min)** +- User feedback +- Iteration ideas +- Next steps + +### Key Outputs +- Validated user needs +- Solution concepts +- Prototypes +- Testing feedback +``` + +### 4. Innovation Sprint + +**Purpose**: Rapidly solve critical business problems + +``` +## Innovation Sprint Design + +### Objectives +- Solve a critical problem in 5 days +- Make decisions quickly +- Build high-fidelity prototype +- Get user feedback + +### Enhanced Design Sprint + +#### Day 1: Map and Define +- Expert interviews +- Problem mapping +- Sprint questions +- Target selection +- **Analytics addition**: Use analytics for data synthesis and pattern recognition + +#### Day 2: Diverge +- Lightning demos +- 4-part sketch +- Art museum +- Warm-up sketch +- **Analytics addition**: Analytics-generated inspiration from similar problems + +#### Day 3: Converge +- Strawman +- Solution presentation +- Supervote +- Decider strategy +- Storyboard +- **Analytics addition**: Analytics scoring of solutions against criteria + +#### Day 4: Prototype +- Role assignment +- Prototyping +- Internal review +- **Analytics addition**: Analytics-assisted prototyping tools + +#### Day 5: Test +- User recruitment +- Testing protocol +- Customer interviews +- Synthesis +- **Analytics addition**: Analytics analysis of user feedback + +### Key Outputs +- Validated solution +- High-fidelity prototype +- User feedback +- Decision on next steps + +### Hybrid/Virtual Adaptation +- Pre-record expert interviews +- Use async collaboration tools +- Virtual whiteboard with embedded AI +- Breakout rooms with assigned roles +- Digital hand-raise and reaction tools +``` + +### 5. AI Strategy Workshop + +**Purpose**: Develop organizational AI strategy + +``` +## AI Strategy Workshop Design + +### Objectives +- Assess current AI maturity +- Identify high-value AI use cases +- Develop AI roadmap +- Build AI governance framework + +### Suggested Flow (1-2 Days) + +#### Part 1: AI Readiness Assessment (3 hours) +- Current AI capabilities audit +- Data maturity assessment +- Talent and skills review +- Technology infrastructure review + +#### Part 2: Opportunity Identification (3 hours) +- Industry AI use cases review +- Value driver analysis +- Use case prioritization matrix +- Quick wins identification + +#### Part 3: Strategy Development (3 hours) +- AI vision and principles +- Strategic pillars +- Investment priorities +- Governance framework + +#### Part 4: Roadmap & Action Planning (3 hours) +- Phased roadmap development +- Resource requirements +- Success metrics +- Immediate next steps + +### Key Outputs +- AI maturity scorecard +- Prioritized use case pipeline +- AI strategy one-pager +- Implementation roadmap +- Governance recommendations +``` + +--- + +## Facilitation Techniques + +### Opening a Session + +``` +## Opening Framework + +1. **Welcome** (2 min) + - Thank participants + - Warm welcome + +2. **Context** (3 min) + - Why we're here + - What we'll accomplish + +3. **Logistics** (2 min) + - Timing + - Break schedule + - Tools we'll use + +4. **Ground Rules** (3 min) + - One person at a time + - No smartphones (or use intentionally) + - No sidebars + - Bold opinions + - Disagree and commit + - **Virtual**: Mute when not speaking + +5. **Your Role** (1 min) + - Facilitator vs. participant + - Parking lot introduction + +6. **Technology Check** (1 min) + - How to use chat, reactions + - Breakout instructions + - Recording notice +``` + +### Managing Discussion + +``` +## Discussion Techniques + +### For Generating Ideas +- Brainstorming: No criticism, build on others +- Round-robin: Everyone speaks +- Silent writing: Individual first, then share +- Fishbowl: Inner circle discussion, outer observes +- Digital whiteboards for anonymous contribution + +### For Making Decisions +- Thumbs up/mid/down: Quick sentiment +- Dot voting: Prioritize options +- Weighted voting: Rank by importance +- Roman room: Pros/cons side-by-side +- Live polling for instant results + +### For Virtual/Hybrid +- Use chat for quiet contributors +- Breakout rooms for small group work +- Digital sticky notes for async input +- Recorded sessions for later reference +- Analytics-generated summaries +``` + +### Handling Difficult Situations + +| Situation | Approach | +|-----------|----------| +| Dominant participant | "Let's hear from others" or direct question to quiet participant | +| Off-topic discussion | "Park" it for later, return to focus | +| Conflict between participants | Acknowledge both views, find common ground | +| No consensus | Take decision offline, vote, or escalate | +| Low energy | Take a break, change activity, get moving | +| Unprepared participants | Simplify, extend time, adjust expectations | +| **Zoom fatigue** | Shorter segments, more breaks, interactive elements | +| **Virtual disengagement** | Polls, chat questions, breakout activities | + +--- + +## Workshop Materials Templates + +### Agenda Template + +``` +# Workshop: [Name] +## Date | Time | Location/Link + +### Objectives +By the end of this workshop, we will have: +1. [Objective 1] +2. [Objective 2] +3. [Objective 3] + +### Agenda + +| Time | Topic | Lead | Materials | Format | +|------|-------|------|-----------|--------| +| 9:00 | Welcome and objectives | [Name] | Slides | Full group | +| 9:15 | [Session 1] | [Name] | Workbook | Full group | +| 10:30 | Break | | | | +| 10:45 | [Session 2] | [Name] | Post-its | Breakout | +| 12:00 | Lunch | | | | +| 13:00 | [Session 3] | [Name] | Templates | Full group | +| 14:30 | Break | | | | +| 14:45 | [Session 4] | [Name] | Flip charts | Breakout | +| 16:00 | Wrap-up and next steps | [Name] | Action log | Full group | + +### Pre-work +- [Pre-work item 1] +- [Pre-work item 2] + +### Participants +- [Name] - [Role] +- [Name] - [Role] + +### Virtual Logistics +- Join link: [URL] +- Recording: [Yes/No] +- Breakout rooms: [X rooms of Y people] +``` + +### Facilitation Guide + +``` +# Facilitation Guide: [Session Name] + +### Session Overview +- **Purpose**: [Why this session] +- **Duration**: [Time] +- **Participants**: [Who] +- **Format**: [In-person/Virtual/Hybrid] + +### Learning Objectives +1. [Objective 1] +2. [Objective 2] + +### Key Messages +- [Message 1] +- [Message 2] + +### Detailed Flow + +#### [Activity Name] (X minutes) +**Purpose**: [Why this activity] +**Method**: [How it works] + +**Step 1** (X min) +- [Instruction] +- [Facilitator does] + +**Step 2** (X min) +- [Instruction] +- [Facilitator does] + +**Transition**: [How to move to next activity] + +### Questions to Ask +- [Question 1] +- [Question 2] + +### Backup Plans +- If [situation]: [response] +- If [situation]: [response] +- **Virtual backup**: [Alternative activity] + +### Materials Needed +- [Material 1] +- [Material 2] + +### AI Tools to Consider +- [AI tool for synthesis] +- [AI tool for ideation] +``` + +--- + +## Post-Workshop Follow-Up + +### Debrief Template + +``` +## Workshop Debrief: [Name] +### Date: [Date] + +### What Worked Well +- [Item 1] +- [Item 2] +- [Item 3] + +### What Could Improve +- [Item 1] +- [Item 2] + +### Decisions Made +1. [Decision 1] +2. [Decision 2] + +### Action Items + +| Action | Owner | Due Date | Status | +|--------|-------|----------|--------| +| [Action 1] | [Name] | [Date] | [Pending/Done] | +| [Action 2] | [Name] | [Date] | [Pending/Done] | + +### Participant Feedback +- [Feedback 1] +- [Feedback 2] + +### Next Steps +1. [Step 1] +2. [Step 2] + +### Materials to Share +- [Recording link] +- [Presentation deck] +- [Collaborative board] +- [Analytics-generated summary] +``` + +--- + +## Workshop Enhancements + +### Analytics-Enabled Facilitation + +| Phase | AI Application | +|-------|-----------------| +| Pre-workshop | Generate participant briefs, analyze pre-survey data | +| During workshop | Real-time transcription, sentiment analysis, synthesis | +| Post-workshop | Generate summary, action items, follow-up content | + +### Hybrid Best Practices + +- Test all technology before workshop +- Have dedicated tech support person +- Ensure remote participants have equal voice +- Use visual documentation more heavily +- Build in more breaks for virtual +- Record for asynchronous participants +- Create digital "water cooler" spaces + +### Digital Collaboration Tools + +- **Miro/Mural**: Visual collaboration +- **Menti/Polling**: Real-time polls +- **Synthesis tools**: Analytics-powered synthesis +- **Notion/Confluence**: Documentation +- **Zoom/Teams**: Video conferencing +- **Slido**: Q&A and polling + +--- + +## Best Practices + +1. **Over-prepare**: Every minute of workshop needs 30-60 minutes of preparation +2. **Know your participants**: Adapt content and language to audience +3. **Build in breaks**: Energy drops after 90 minutes without break +4. **Have a backup**: Activities fail, participants are late, technology breaks +5. **Capture everything**: Assign note-taker, photograph flip charts +6. **End on time**: Respect participants' schedules +7. **Follow up quickly**: Send notes within 24 hours, confirm actions +8. **Debrief the team**: What worked, what didn't, what to change +9. **Embrace hybrid**: Design for both in-person and virtual participation +10. **Leverage AI**: Use AI tools to enhance facilitation and follow-up + +--- + +## Notes + +- Workshop design is iterative — refine based on participant feedback +- The best workshops feel effortless but are heavily rehearsed +- Always have a plan B for key activities +- Energy and engagement are the facilitator's responsibility +- Don't let perfect be the enemy of good — imperfect action beats perfect inaction +- The most important part of any workshop is what happens AFTER +- Always consider hybrid/virtual participation from the start +- AI tools can significantly enhance pre-work, facilitation, and follow-up From cf432fe43550cb562b2f21491acfa4953bce6a83 Mon Sep 17 00:00:00 2001 From: Anot Date: Fri, 13 Feb 2026 02:58:26 -0500 Subject: [PATCH 2/5] feat: Add management-consulting to repo README plugin table Co-Authored-By: Claude Opus 4.6 --- README.md | 3 ++- 1 file changed, 2 insertions(+), 1 deletion(-) diff --git a/README.md b/README.md index c902fcb..baffb3c 100644 --- a/README.md +++ b/README.md @@ -10,7 +10,7 @@ Each plugin bundles the skills, connectors, slash commands, and sub-agents for a ## Plugin Marketplace -We're open-sourcing 11 plugins built and inspired by our own work: +We're open-sourcing 12 plugins built and inspired by our own work: | Plugin | How it helps | Connectors | |--------|-------------|------------| @@ -24,6 +24,7 @@ We're open-sourcing 11 plugins built and inspired by our own work: | **[data](./data)** | Query, visualize, and interpret datasets — write SQL, run statistical analysis, build dashboards, and validate your work before sharing. | Snowflake, Databricks, BigQuery, Hex, Amplitude, Jira | | **[enterprise-search](./enterprise-search)** | Find anything across email, chat, docs, and wikis — one query across all your company's tools. | Slack, Notion, Guru, Jira, Asana, Microsoft 365 | | **[bio-research](./bio-research)** | Connect to preclinical research tools and databases (literature search, genomics analysis, target prioritization) to accelerate early-stage life sciences R&D. | PubMed, BioRender, bioRxiv, ClinicalTrials.gov, ChEMBL, Synapse, Wiley, Owkin, Open Targets, Benchling | +| **[management-consulting](./management-consulting)** | Run consulting engagements end-to-end — analyze RFPs, build proposals, apply strategic frameworks, develop business cases, create executive deliverables, and close out projects. | Slack, Box, Egnyte, Atlassian, Microsoft 365 | | **[cowork-plugin-management](./cowork-plugin-management)** | Create new plugins or customize existing ones for your organization's specific tools and workflows. | — | Install these directly from Cowork, browse the full collection here on GitHub, or build your own. From 87f36e0d13b66d2864ca2953d7c5e605c28ab0ba Mon Sep 17 00:00:00 2001 From: Anot Date: Fri, 13 Feb 2026 04:23:08 -0500 Subject: [PATCH 3/5] refactor: Deduplicate skill/command pairs and expand framework coverage Skills now cross-reference their paired commands instead of duplicating content. Each skill focuses on domain knowledge and specialized tools, while commands own the step-by-step workflows. - Deduplicated 6 skill files against their paired commands (~50% reduction) - Added 6 framework sections: SWOT, Balanced Scorecard, Business Model Canvas, Strategy Canvas, Market Entry, Platform Strategy - Harmonized framework selection guides across files - Added RACI matrices, governance structures, stakeholder engagement to implementation and change management commands - Updated plugin description to match repo conventions - Added Snowflake and BigQuery MCP server configs Co-Authored-By: Claude Opus 4.6 --- .claude-plugin/marketplace.json | 2 +- .../.claude-plugin/plugin.json | 2 +- management-consulting/.mcp.json | 8 + management-consulting/CONNECTORS.md | 4 +- management-consulting/commands/change-plan.md | 131 ++- .../commands/due-diligence.md | 145 +--- .../commands/framework-apply.md | 251 ++---- .../commands/implementation-plan.md | 92 +- .../commands/presentation-create.md | 23 +- .../commands/report-generate.md | 2 +- .../commands/value-proposition.md | 87 +- .../commands/workshop-facilitate.md | 2 +- .../skills/change-management/SKILL.md | 173 ++-- .../skills/due-diligence/SKILL.md | 213 ++++- .../skills/executive-presentation/SKILL.md | 344 +------- .../skills/financial-modeling/SKILL.md | 587 ++++--------- .../skills/problem-solving/SKILL.md | 2 +- .../skills/process-excellence/SKILL.md | 425 ++------- .../skills/project-governance/SKILL.md | 185 +--- .../skills/strategic-frameworks/SKILL.md | 817 ++++-------------- .../skills/workshop-facilitation/SKILL.md | 429 +-------- 21 files changed, 1139 insertions(+), 2785 deletions(-) diff --git a/.claude-plugin/marketplace.json b/.claude-plugin/marketplace.json index d75d530..4d73c6c 100644 --- a/.claude-plugin/marketplace.json +++ b/.claude-plugin/marketplace.json @@ -62,7 +62,7 @@ { "name": "management-consulting", "source": "./management-consulting", - "description": "End-to-end management consulting workflows from RFP response and proposal development through strategy formulation, implementation planning, and project closure. Apply strategic frameworks, build business cases, and create executive deliverables." + "description": "Analyze RFPs, develop proposals, apply strategic frameworks, and build implementation plans. Create executive deliverables for strategy, operations, and transformation engagements." } ] } diff --git a/management-consulting/.claude-plugin/plugin.json b/management-consulting/.claude-plugin/plugin.json index 4fab13c..03313fb 100644 --- a/management-consulting/.claude-plugin/plugin.json +++ b/management-consulting/.claude-plugin/plugin.json @@ -1,7 +1,7 @@ { "name": "management-consulting", "version": "1.0.0", - "description": "End-to-end management consulting workflow plugin. From RFP responses and proposal development through strategy formulation, implementation planning, and project closure. Provides comprehensive frameworks and best practices for strategy, operations, and transformation engagements.", + "description": "Analyze RFPs, develop proposals, apply strategic frameworks, and build implementation plans. Create executive deliverables for strategy, operations, and transformation engagements.", "author": { "name": "Anot" } diff --git a/management-consulting/.mcp.json b/management-consulting/.mcp.json index e511a49..67b7287 100644 --- a/management-consulting/.mcp.json +++ b/management-consulting/.mcp.json @@ -19,6 +19,14 @@ "ms365": { "type": "http", "url": "https://microsoft365.mcp.claude.com/mcp" + }, + "snowflake": { + "type": "http", + "url": "" + }, + "bigquery": { + "type": "http", + "url": "https://bigquery.googleapis.com/mcp" } } } diff --git a/management-consulting/CONNECTORS.md b/management-consulting/CONNECTORS.md index 77a3e45..9dad794 100644 --- a/management-consulting/CONNECTORS.md +++ b/management-consulting/CONNECTORS.md @@ -14,8 +14,8 @@ Plugins are **tool-agnostic** — they describe workflows in terms of categories | Cloud storage | `~~cloud storage` | Box, Egnyte | Google Drive, SharePoint, Dropbox | | Office suite | `~~office suite` | Microsoft 365 | Google Workspace | | Project tracker | `~~project tracker` | Atlassian (Jira, Confluence) | Asana, Monday.com | -| Data warehouse | `~~data warehouse` | — (no supported MCP servers yet) | Snowflake, BigQuery | -| BI / Visualization | `~~bi` | — (no supported MCP servers yet) | Tableau, Power BI | +| Data warehouse | `~~data warehouse` | Snowflake, BigQuery | Databricks, Redshift | +| BI / Visualization | `~~bi` | — | Tableau, Power BI | ## Graceful degradation diff --git a/management-consulting/commands/change-plan.md b/management-consulting/commands/change-plan.md index d065771..9cba5a8 100644 --- a/management-consulting/commands/change-plan.md +++ b/management-consulting/commands/change-plan.md @@ -49,29 +49,29 @@ Assess the scope and nature of change: ### Step 2: Change Readiness Analysis -Apply the Change Readiness framework: +Apply the Individual Adoption framework: ``` ## Change Readiness Assessment: [Change Initiative] -### Current State by Element +### Current State by Stage -| Change Readiness Element | Current State | Gap | Strategy | -|---------------|---------------|-----|----------| -| Awareness | [High/Med/Low] | [Gap] | [Strategy] | -| Desire | [High/Med/Low] | [Gap] | [Strategy] | -| Knowledge | [High/Med/Low] | [Gap] | [Strategy] | -| Ability | [High/Med/Low] | [Gap] | [Strategy] | -| Reinforcement | [High/Med/Low] | [Gap] | [Strategy] | +| Adoption Stage | Current State | Gap | Strategy | +|----------------|---------------|-----|----------| +| Understanding | [High/Med/Low] | [Gap] | [Strategy] | +| Motivation | [High/Med/Low] | [Gap] | [Strategy] | +| Capability | [High/Med/Low] | [Gap] | [Strategy] | +| Proficiency | [High/Med/Low] | [Gap] | [Strategy] | +| Sustainability | [High/Med/Low] | [Gap] | [Strategy] | ### AI/Digital Change Specific Considerations -| Element | AI-Specific Considerations | -|---------|---------------------------| -| Awareness | Explain AI role, limitations, and human-AI collaboration | -| Desire | Address job security concerns, highlight new opportunities | -| Knowledge | Technical training + interpretability training | -| Ability | Hands-on practice with AI tools, sandbox environments | -| Reinforcement | AI performance monitoring, continuous learning loops | +| Stage | AI-Specific Considerations | +|-------|---------------------------| +| Understanding | Explain AI role, limitations, and human-AI collaboration | +| Motivation | Address job security concerns, highlight new opportunities | +| Capability | Technical training + interpretability training | +| Proficiency | Hands-on practice with AI tools, sandbox environments | +| Sustainability | AI performance monitoring, continuous learning loops | ``` ### Step 3: Communication Strategy @@ -118,6 +118,92 @@ Develop learning and enablement: | [Training 2] | [Format] | [Time] | [Audience] | [Date] | ``` +### Step 5: Stakeholder Engagement Strategy + +Design targeted engagement by influence and disposition: + +``` +## Stakeholder Engagement + +### Power/Interest Grid + +| Stakeholder / Group | Power | Interest | Current Disposition | Target Disposition | Strategy | +|---------------------|-------|----------|--------------------|--------------------|----------| +| [Stakeholder 1] | [H/M/L] | [H/M/L] | [Champion/Supporter/Neutral/Skeptic/Resistor] | [Target] | [Manage Closely / Keep Satisfied / Keep Informed / Monitor] | +| [Stakeholder 2] | [H/M/L] | [H/M/L] | [Disposition] | [Target] | [Strategy] | + +### Change Champion Network + +| Champion | Department | Role in Change | Activities | Support Needed | +|----------|------------|----------------|------------|----------------| +| [Name/Role] | [Dept] | [Advocate / Trainer / Feedback channel] | [Specific activities] | [Training, materials, time allocation] | +| [Name/Role] | [Dept] | [Role] | [Activities] | [Support] | + +Champion responsibilities: +- Model new behaviors and processes +- Provide peer-level coaching and support +- Collect feedback and surface concerns early +- Celebrate wins within their teams +``` + +### Step 6: Resistance Management + +Proactively identify and address resistance: + +``` +## Resistance Management + +### Anticipated Resistance + +| Source / Group | Resistance Type | Root Cause | Mitigation Strategy | Owner | +|----------------|----------------|------------|---------------------|-------| +| [Group 1] | [Active/Passive] | [Fear of job loss / Loss of status / Uncertainty / Skill gap] | [Strategy] | [Name] | +| [Group 2] | [Type] | [Root cause] | [Strategy] | [Name] | + +### Response Playbook + +| Resistance Signal | Indicator | Response | Owner | Escalation | +|-------------------|-----------|----------|-------|------------| +| Vocal opposition in meetings | Direct pushback | Acknowledge concern, invite 1:1, address root cause | [Name] | If persistent → Sponsor intervention | +| Passive non-compliance | Low adoption metrics | Targeted coaching, peer support, identify barriers | [Name] | If systemic → Adjust approach | +| Shadow processes | Teams using old methods | Understand why, address gaps in new process | [Name] | If widespread → Pause and fix | +| Influencer resistance | Key person undermining | Private conversation, address concerns, co-create solution | [Name] | If unresolved → Sponsor | +``` + +### Step 7: Reinforcement and Adoption Measurement + +Sustain change and measure adoption: + +``` +## Reinforcement Strategy + +### Reinforcement Mechanisms +| Mechanism | Description | Timing | Owner | +|-----------|-------------|--------|-------| +| Quick wins | Celebrate early successes visibly | Weeks 2-4 | [Name] | +| Recognition | Acknowledge adopters publicly | Ongoing | [Name] | +| KPI alignment | Tie new behaviors to performance metrics | Month 2+ | [Name] | +| Coaching | Ongoing support for struggling teams | Months 2-6 | [Name] | +| Process embedding | Integrate into standard operating procedures | Month 3+ | [Name] | + +### Adoption Measurement Dashboard + +| Metric | Type | Target | Current | Measurement Method | Frequency | +|--------|------|--------|---------|-------------------|-----------| +| [Tool/process adoption rate] | Leading | [X%] | [Y%] | [System analytics] | Weekly | +| [Training completion] | Leading | [X%] | [Y%] | [LMS data] | Weekly | +| [Behavior change indicator] | Leading | [X%] | [Y%] | [Observation/survey] | Bi-weekly | +| [Business outcome metric] | Lagging | [Target] | [Current] | [Business data] | Monthly | +| [Employee satisfaction] | Lagging | [X/5] | [Y/5] | [Pulse survey] | Monthly | + +### Pulse Survey Questions (sample) +1. I understand why we are making this change (1-5) +2. I have the tools and training I need (1-5) +3. My manager supports me through this change (1-5) +4. I can see the benefits of the new way of working (1-5) +5. I know where to go for help (1-5) +``` + ## Output Format Generate a complete change management plan: @@ -132,7 +218,10 @@ Generate a complete change management plan: [Scope and stakeholder analysis] ## Change Readiness Strategy -[Approach for each Change Readiness element] +[Approach for each adoption stage] + +## Stakeholder Engagement +[Power/interest analysis and change champion network] ## Communication Plan [Messaging and channel strategy] @@ -141,10 +230,10 @@ Generate a complete change management plan: [Learning and enablement approach] ## Resistance Management -[Proactive resistance handling] +[Anticipated resistance and response playbook] -## Reinforcement Strategy -[Sustaining change] +## Reinforcement & Adoption +[Sustaining change and measuring adoption] ``` ## Notes @@ -155,8 +244,10 @@ Generate a complete change management plan: - Address resistance proactively — it won't resolve itself - Measure change adoption — track leading indicators - Celebrate wins — reinforcement matters +- Change champions are your force multiplier — invest in them - For AI initiatives, explicitly address workforce concerns about automation - Include AI governance and ethics in training for digital transformations - Use digital channels (Slack, Teams, intranet) for real-time change communication - Track adoption metrics through digital tools and usage analytics - Build feedback loops for continuous improvement of change approach +- Resistance is information — it tells you what you haven't addressed yet diff --git a/management-consulting/commands/due-diligence.md b/management-consulting/commands/due-diligence.md index 10d3e8b..a3398b1 100644 --- a/management-consulting/commands/due-diligence.md +++ b/management-consulting/commands/due-diligence.md @@ -35,145 +35,20 @@ Determine the focus area: | Financial | Historical performance, projections | Is it real? | | Technical | Technology, IP | Is it viable? | -### Step 2: Commercial Due Diligence +### Step 2: Conduct Due Diligence Analysis -For market and customer assessment: +Apply the relevant analysis frameworks from the due-diligence skill based on the scope defined in Step 1. Cover each focus area identified, using the skill's detailed templates for: -``` -## Commercial Due Diligence: [Target Company] - -### Market Position -- **Market share**: [X]% -- **Share trend**: [Growing/Stable/Declining] -- **Competitive position**: [Leader/Challenger/Niche] - -### Revenue Analysis -| Revenue Stream | % of Total | Growth | Sustainability | -|----------------|------------|--------|----------------| -| [Stream 1] | X% | X% | [High/Med/Low] | -| [Stream 2] | X% | X% | [High/Med/Low] | - -### Customer Analysis -| Metric | Value | Assessment | -|--------|-------|------------| -| # Customers | X | | -| Top 10 concentration | X% | [High/Med/Low risk] | -| Retention rate | X% | [Strong/Weak] | -| NPS/CSAT | X | [Strong/Weak] | - -### Customer Deep Dive -| Customer | Revenue | Contract Terms | Renewal History | -|----------|---------|----------------|-----------------| -| [Customer 1] | $X | [Terms] | [History] | -| [Customer 2] | $X | [Terms] | [History] | - -### Growth Sustainability -- **Historical growth**: [X]% CAGR -- **Growth drivers**: [What drove growth] -- **Future growth**: [Can it continue?] - -### Market Opportunity -- **TAM**: $XXB -- **SAM**: $XXB -- **SOM**: $XXB -- **Growth rate**: X% CAGR - -### Key Findings & Risks -| Finding | Impact | Mitigant | -|---------|--------|----------| -| [Finding 1] | [H/M/L] | [Mitigant] | -| [Finding 2] | [H/M/L] | [Mitigant] | -``` - -### Step 3: Operational Due Diligence +- **Commercial DD**: Market assessment, customer analysis, revenue quality, competitive position +- **Operational DD**: Process & efficiency, technology DD, management & team assessment +- **Financial DD**: Quality of earnings, working capital, capex, cash flow +- **Strategic DD**: Strategic fit, synergy assessment, competitive positioning, integration complexity +- **Technology & IP DD**: Architecture, technical debt, IP protection, security posture +- **Legal & Regulatory DD**: Litigation, compliance, contract review, data privacy -For process and efficiency assessment: - -``` -## Operational Due Diligence: [Target Company] - -### Operational Performance -| Metric | Target | Actual | Gap | -|--------|--------|--------|-----| -| [Metric 1] | [Benchmark] | [Actual] | [Gap] | -| [Metric 2] | [Benchmark] | [Actual] | [Gap] | - -### Process Assessment -| Process | Efficiency | Scalability | Assessment | -|---------|------------|--------------|------------| -| [Process 1] | [H/M/L] | [H/M/L] | [Assessment] | -| [Process 2] | [H/M/L] | [H/M/L] | [Assessment] | - -### Technology Assessment -| System | Criticality | Health | Investment Needed | -|--------|-------------|--------|-------------------| -| [System 1] | [High] | [Good/Poor] | [High/Med/Low] | -| [System 2] | [Medium] | [Good/Poor] | [High/Med/Low] | - -### Organizational Assessment -| Dimension | Assessment | Notes | -|-----------|------------|-------| -| Headcount | [Appropriate/Over/Under] | | -| Skill levels | [Assessment] | | -| Key person risk | [High/Med/Low] | | -| Culture | [Assessment] | | - -### Cost Structure -| Cost Category | % Revenue | Benchmark | Assessment | -|---------------|-----------|-----------|------------| -| COGS | X% | X% | [High/Low] | -| Opex | X% | X% | [High/Low] | - -### Operational Risks -| Risk | Likelihood | Impact | Mitigation | -|------|------------|--------|------------| -| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | -| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | -``` - -### Step 4: Strategic Due Diligence - -For strategic fit assessment: - -``` -## Strategic Due Diligence: [Target Company] - -### Strategic Fit Assessment - -#### With Acquirer Strategy -| Dimension | Fit | Rationale | -|-----------|-----|-----------| -| [Strategic pillar] | [High/Med/Low] | [Rationale] | -| [Strategic pillar] | [High/Med/Low] | [Rationale] | - -#### Synergy Assessment -| Synergy Type | Potential Value | Realizability | Confidence | -|--------------|------------------|---------------|------------| -| Revenue | $X | [High/Med/Low] | [High/Med/Low] | -| Cost | $X | [High/Med/Low] | [High/Med/Low] | -| Strategic | Qualitative | [High/Med/Low] | [High/Med/Low] | - -### Competitive Positioning -- **Current position**: [Assessment] -- **Post-acquisition position**: [Assessment] -- **Sustainability**: [Assessment] - -### Integration Complexity -| Dimension | Complexity | Notes | -|-----------|------------|-------| -| Technology | [High/Med/Low] | | -| Culture | [High/Med/Low] | | -| Operations | [High/Med/Low] | | -| Customer | [High/Med/Low] | | - -### Strategic Risks -| Risk | Impact | Mitigation | -|------|--------|------------| -| [Risk 1] | [H/M/L] | [Mitigation] | -| [Risk 2] | [H/M/L] | [Mitigation] | -``` +For each area, document key findings with evidence, risk levels, and source confidence. -### Step 5: Investment Recommendation +### Step 3: Investment Recommendation Synthesize findings: diff --git a/management-consulting/commands/framework-apply.md b/management-consulting/commands/framework-apply.md index 1712a95..de050cd 100644 --- a/management-consulting/commands/framework-apply.md +++ b/management-consulting/commands/framework-apply.md @@ -16,215 +16,114 @@ Apply proven strategic frameworks to structure analysis and develop insights. In ``` If parameters are not provided, ask for: -- Framework to apply (or let recommend based on context) +- Framework to apply (or recommend based on context) - Situation/company context - Available data or key questions ## Workflow -### Step 1: Select Appropriate Framework - -Based on the question asked, recommend the best framework: - -| Question Type | Recommended Frameworks | -|---------------|----------------------| -| "How is our organization aligned?" | 7S Framework | -| "How should we allocate resources?" | Growth-Share Matrix, GE Matrix | -| "How competitive is our industry?" | Five Forces Analysis | -| "What are our strengths and weaknesses?" | SWOT Analysis | -| "What external factors affect us?" | PESTLE | -| "How do we grow?" | Ansoff Matrix | -| "How do we create value?" | Value Chain | -| "What is our competitive strategy?" | Competitive Positioning Framework | -| "How do we measure performance?" | Balanced Scorecard | -| "What is our business model?" | Business Model Canvas | - -### Step 2: Apply the Selected Framework - -#### 7S Framework - -``` -## 7S Analysis: [Organization] - -### Framework Overview -Seven internal elements that must be aligned for organizational effectiveness: - -| Element | Description | Current State | Target State | Gap | -|---------|-------------|---------------|--------------|-----| -| Strategy | How we compete | [Current] | [Target] | [Gap] | -| Structure | Organizational design | [Current] | [Target] | [Gap] | -| Systems | Processes and IT | [Current] | [Target] | [Gap] | -| Shared Values | Culture and norms | [Current] | [Target] | [Gap] | -| Style | Leadership approach | [Current] | [Target] | [Gap] | -| Staff | People and capabilities | [Current] | [Target] | [Gap] | -| Skills | Core competencies | [Current] | [Target] | [Gap] | - -### Insights -- [Key alignment insight 1] -- [Key alignment insight 2] -- [Recommendations to close gaps] -``` - -#### Growth-Share Matrix - -``` -## Growth-Share Matrix: [Portfolio] - -### Framework Overview -Categorizes business units based on market growth and relative market share: - -| Business Unit | Market Growth | Relative Share | Quadrant | Strategy | -|---------------|---------------|----------------|----------|----------| -| [Unit 1] | [High/Low] | [High/Low] | [Star/Cash Cow/Question Mark/Dog] | [Strategy] | -| [Unit 2] | [High/Low] | [High/Low] | [...] | [...] | - -### Portfolio Implications -- **Stars**: [Invest to grow] -- **Cash Cows**: [Harvest profits] -- **Question Marks**: [Invest or divest] -- **Dogs**: [Divest or liquidate] - -### Recommendations -- [Portfolio rebalancing recommendation] -``` - -#### Five Forces Analysis - -``` -## Five Forces Analysis: [Industry] - -### Framework Overview -Analyzes competitive intensity and profitability of an industry: - -| Force | Strength | Key Factors | Implications | -|-------|----------|-------------|--------------| -| Threat of New Entrants | [H/M/L] | [Barriers to entry] | [Impact on profitability] | -| Bargaining Power of Buyers | [H/M/L] | [Buyer concentration] | [Impact on pricing] | -| Bargaining Power of Suppliers | [H/M/L] | [Supplier concentration] | [Impact on costs] | -| Threat of Substitutes | [H/M/L] | [Substitute availability] | [Impact on demand] | -| Competitive Rivalry | [H/M/L] | [Number of competitors] | [Impact on margins] | - -### Industry Attractiveness -[Overall assessment of industry profitability] - -### Strategic Implications -- [How to compete in this industry] -- [Where to position] -``` - -#### SWOT Analysis - -``` -## SWOT Analysis: [Organization/Opportunity] - -### Strengths (Internal, Positive) -| Strength | Impact | Sustainability | -|----------|--------|----------------| -| [S1] | [High/Med] | [High/Med] | -| [S2] | [High/Med] | [High/Med] | - -### Weaknesses (Internal, Negative) -| Weakness | Impact | Remediation | -|----------|--------|-------------| -| [W1] | [High/Med] | [How to address] | -| [W2] | [High/Med] | [How to address] | - -### Opportunities (External, Positive) -| Opportunity | Attractiveness | Probability | -|-------------|----------------|-------------| -| [O1] | [High/Med] | [High/Med] | -| [O2] | [High/Med] | [High/Med] | - -### Threats (External, Negative) -| Threat | Likelihood | Impact | Mitigation | -|--------|------------|--------|------------| -| [T1] | [High/Med] | [High/Med] | [Response] | -| [T2] | [High/Med] | [High/Med] | [Response] | - -### Strategic Implications -- [SO strategies: leverage strengths to capture opportunities] -- [WO strategies: address weaknesses to pursue opportunities] -- [ST strategies: use strengths to mitigate threats] -- [WT strategies: minimize weaknesses to avoid threats] -``` - -#### PESTLE Analysis - -``` -## PESTLE Analysis: [Industry/Market] - -### Framework Overview -Analyzes external factors affecting the organization: - -| Factor | Trend | Impact | Timeframe | -|--------|-------|--------|-----------| -| **Political** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | -| **Economic** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | -| **Social** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | -| **Technological** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | -| **Legal** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | -| **Environmental** | | | | -| [Factor] | [Trend] | [H/M/L] | [Short/Med/Long] | - -### Key Trends -1. [Most significant trend] -2. [Second significant trend] - -### Strategic Implications -- [How to respond to trends] -``` +### Step 1: Select Appropriate Framework(s) + +Based on the question asked, recommend the best framework. Consider pairing with a complementary framework for deeper analysis -- single-framework analysis often misses important dimensions. + +| Question Type | Primary Framework | Complementary Pairing | +|---------------|-------------------|----------------------| +| "How competitive is our industry?" | Five Forces Analysis | + PESTLE or Value Chain | +| "How should we compete?" | Competitive Positioning | + Strategy Canvas or VRIO | +| "How is our organization aligned?" | 7S Framework | + Balanced Scorecard or Digital Maturity | +| "What is our competitive advantage?" | VRIO | + Value Chain or Five Forces | +| "What are our strengths and weaknesses?" | SWOT Analysis | + PESTLE (external) or VRIO (internal) | +| "What external factors affect us?" | PESTLE | + Five Forces or SWOT | +| "How do we grow?" | Ansoff Matrix | + Growth-Share Matrix or Market Entry Framework | +| "How should we allocate resources?" | Growth-Share Matrix | + Nine-Box or Three Horizons | +| "How should we enter a new market?" | Market Entry Framework | + Five Forces or PESTLE | +| "What is our business model?" | Business Model Canvas | + Value Chain or Platform Strategy | +| "How do we create value?" | Value Chain | + Business Model Canvas or Competitive Positioning | +| "How do we measure performance?" | Balanced Scorecard | + 7S Framework or Digital Maturity | +| "How do we leverage AI?" | AI Strategy Framework | + Digital Maturity or Value Chain | + +### Step 2: Apply the Selected Framework(s) + +Use the framework's analytical structure to assess the situation. For each framework, provide substantive analysis with evidence and reasoning -- not empty templates. + +**Available frameworks and what they analyze:** + +- **Five Forces** -- Industry attractiveness and competitive intensity across five dimensions: entry threats, buyer power, supplier power, substitutes, and rivalry +- **PESTLE** -- External macro-environment across political, economic, social, technological, legal, and environmental dimensions +- **7S Framework** -- Organizational alignment across seven internal elements: strategy, structure, systems, shared values, style, staff, and skills +- **Growth-Share Matrix** -- Portfolio resource allocation by categorizing business units on market growth and relative market share +- **SWOT** -- Strategic position through internal strengths/weaknesses and external opportunities/threats, with cross-quadrant strategy generation +- **Ansoff Matrix** -- Growth strategy options across four paths: market penetration, product development, market development, and diversification +- **VRIO** -- Competitive advantage sustainability by evaluating resources as valuable, rare, inimitable, and organized +- **Value Chain** -- How value is created across primary and support activities, identifying cost and differentiation sources +- **Three Horizons** -- Balancing short-term optimization (H1), emerging business scaling (H2), and future option creation (H3) +- **Competitive Positioning** -- Strategic choice between cost leadership, differentiation, and focus +- **Nine-Box Matrix** -- Multi-business portfolio prioritization on market attractiveness vs. competitive position +- **Digital Maturity** -- Organizational readiness across digital strategy, customer experience, operations, data, and AI adoption +- **AI Strategy** -- AI opportunity assessment, roadmap, and capability requirements +- **Balanced Scorecard** -- Strategy execution measurement across financial, customer, process, and learning perspectives +- **Business Model Canvas** -- Complete business model mapping across nine building blocks from segments to cost structure +- **Strategy Canvas** -- Competitive differentiation visualization by comparing value curves across industry factors +- **Market Entry Framework** -- Market entry mode evaluation balancing investment, risk, speed, and control +- **Platform Strategy** -- Platform business model design covering network effects, ecosystem mapping, and platform economics ### Step 3: Synthesize Insights -After framework application: +After applying one or more frameworks, synthesize the findings into a unified view: ``` ## Framework Analysis Summary ### Key Insights -1. [Insight from framework 1] -2. [Insight from framework 2] -3. [Cross-cutting insight] +1. [Primary insight from the analysis] +2. [Secondary insight] +3. [Cross-framework insight -- where findings converge or contradict] -### Implications for [Client] +### Blind Spots +- [What the framework(s) did not capture that matters for this situation] + +### Implications for [Client/Organization] - [Strategic implication 1] - [Strategic implication 2] -### Recommended Next Steps -- [Next analysis needed] -- [Preliminary recommendation] +### Prioritized Recommendations +1. [Highest-impact recommendation with rationale] +2. [Second recommendation] +3. [Third recommendation] ``` +When multiple frameworks were applied, explicitly call out: +- **Converging findings** (high confidence) -- where 2+ frameworks agree +- **Contradictions** (needs judgment) -- where frameworks disagree and why +- **Gaps** -- what no framework captured but context suggests matters + ## Output Format Generate: -1. **Framework Explanation** — Brief overview of the framework -2. **Completed Analysis** — Structured framework output -3. **Key Insights** — What the analysis reveals -4. **Strategic Implications** — What to do with insights +1. **Framework Explanation** -- Brief overview of the selected framework(s) and why they fit this question +2. **Completed Analysis** -- Structured framework output with substantive reasoning, not just filled-in placeholders +3. **Key Insights** -- What the analysis reveals, including cross-framework synthesis if multiple were applied +4. **Strategic Implications** -- Prioritized recommendations with clear rationale After generating, ask: > "Would you like me to: -> - Apply a different framework to this situation? -> - Combine multiple frameworks for deeper analysis? -> - Develop recommendations based on the framework output? +> - Apply a complementary framework to deepen this analysis? +> - Explore a specific finding in more detail? +> - Develop an action plan based on these recommendations? > - Create a visual representation of the analysis?" ## Notes -- Frameworks are TOOLS, not answers — use them to structure thinking +- Frameworks are TOOLS, not answers -- use them to structure thinking - Select framework based on the QUESTION, not the other way around -- Combine frameworks for richer analysis (e.g., SWOT + PESTLE) +- Pairing frameworks yields richer analysis (e.g., SWOT + PESTLE, Five Forces + Value Chain) - Customize framework elements to your specific context -- Don't force data into frameworks — if it doesn't fit, note the gap +- Don't force data into frameworks -- if it doesn't fit, note the gap - Frameworks should generate INSIGHTS, not just templates filled in -- Apply structured problem decomposition — mutually exclusive, collectively exhaustive +- Quantify wherever possible -- "High" is less useful than "High -- ~$15M revenue risk" +- Apply structured problem decomposition -- mutually exclusive, collectively exhaustive +- Always consider digital/AI implications within any framework - For digital transformation: consider digital strategy frameworks that address technology adoption, operating model redesign, and capability building - Modern frameworks increasingly integrate AI/digital considerations into traditional strategy diff --git a/management-consulting/commands/implementation-plan.md b/management-consulting/commands/implementation-plan.md index 3c8b334..f2cc1cc 100644 --- a/management-consulting/commands/implementation-plan.md +++ b/management-consulting/commands/implementation-plan.md @@ -74,7 +74,67 @@ Create phase-based timeline with milestones: | [M5] | [Date] | [M4] | [Name] | ``` -### Step 3: Resource Allocation +### Step 3: RACI Matrix + +Define accountability across workstreams: + +``` +## Responsibility Matrix (RACI) + +| Activity / Deliverable | Sponsor | Program Lead | WS Lead | Team | Client SMEs | +|------------------------|---------|--------------|---------|------|-------------| +| [Phase 1 deliverable] | A | R | C | I | C | +| [Phase 2 deliverable] | I | A | R | R | C | +| [Key decision point] | A | R | C | I | I | +| [Change mgmt activity] | I | A | C | R | C | + +Legend: R=Responsible (does the work), A=Accountable (one per activity), C=Consulted, I=Informed + +### RACI Rules +- One and only one "A" per activity +- At least one "R" per activity +- Minimize "C" to avoid bottlenecks +- "A" cannot also be "I" for the same activity +``` + +### Step 4: Governance Structure + +Define implementation governance: + +``` +## Implementation Governance + +### Meeting Cadence +| Forum | Frequency | Attendees | Purpose | Duration | +|-------|-----------|-----------|---------|----------| +| Steering Committee | Bi-weekly | Sponsor, Program Lead, WS Leads | Decisions, escalations, progress | 60 min | +| Program Review | Weekly | Program Lead, WS Leads | Progress, risks, dependencies | 45 min | +| Workstream Standup | 2-3x/week | WS Lead, Team | Task coordination, blockers | 15 min | + +### Phase Gate Criteria +| Gate | Transition | Entry Criteria | Exit Criteria | Approver | +|------|-----------|----------------|---------------|----------| +| G1 | Foundation → Build | [Requirements defined, team staffed] | [Current state assessed, design approved] | [Sponsor] | +| G2 | Build → Deploy | [Solutions developed, tested] | [Pilot successful, rollout plan approved] | [Sponsor] | +| G3 | Deploy → Operate | [Full rollout complete] | [Adoption targets met, handover complete] | [Sponsor] | + +### Escalation Path +- **Level 1**: WS Lead resolves within 24 hours +- **Level 2**: Program Lead resolves within 48 hours +- **Level 3**: Steering Committee resolves at next meeting (or emergency session) + +### Change Control +| Change Type | Approval Required | Process | +|-------------|-------------------|---------| +| Scope change (minor) | Program Lead | Document, assess impact, approve/reject | +| Scope change (major) | Steering Committee | Formal change request, impact analysis, SteerCo decision | +| Timeline shift (< 2 weeks) | Program Lead | Update plan, notify stakeholders | +| Timeline shift (> 2 weeks) | Steering Committee | Root cause analysis, recovery plan, SteerCo approval | +| Budget variance (< 10%) | Program Lead | Document, adjust within contingency | +| Budget variance (> 10%) | Steering Committee | Business case for additional funding | +``` + +### Step 5: Resource Allocation Define resource requirements by workstream: @@ -94,10 +154,11 @@ Define resource requirements by workstream: |------------|-------|----------|-------|-------| | [WS 1] | $[Amount] | $[Amount] | $[Amount] | $[Amount] | | [WS 2] | $[Amount] | $[Amount] | $[Amount] | $[Amount] | +| Contingency (10-15%) | — | — | — | $[Amount] | | **Total** | **$[Amount]** | **$[Amount]** | **$[Amount]** | **$[Amount]** | ``` -### Step 4: Risk and Contingency +### Step 6: Risk and Contingency Identify implementation risks: @@ -112,6 +173,12 @@ Identify implementation risks: ### Contingency Plans - [If X happens, we will Y] - [If A happens, we will B] + +### Critical Path +Identify the longest dependency chain that drives the overall timeline: +- [Activity A] → [Activity B] → [Activity C] → [Final milestone] +- Any delay on the critical path directly delays the project end date +- Non-critical activities have float — quantify the float for each ``` ## Output Format @@ -125,28 +192,33 @@ Generate a comprehensive implementation plan: [2-3 sentence overview] ## Workstream Overview -[Summary of all workstreams] +[Summary of all workstreams with dependencies] ## Detailed Timeline -[Phase-by-phase breakdown] +[Phase-by-phase breakdown with milestones] + +## RACI Matrix +[Responsibility assignments across workstreams] + +## Governance +[Meeting cadence, phase gates, escalation path, change control] ## Resource Plan [Team and budget requirements] ## Risk Management -[Key risks and mitigations] - -## Governance -[How implementation will be managed and monitored] +[Key risks, mitigations, critical path, contingency plans] ``` ## Notes -- Break workstreams into activities small enough to track -- Build in contingency for complex implementations +- Break workstreams into activities small enough to track (2-4 week deliverables) +- Build in contingency for complex implementations (10-15% of timeline and budget) - Identify critical path — what drives the timeline - Plan for dependencies — what must happen first - Resource load carefully — avoid over-commitment - Consider agile/sprint-based approaches for uncertain requirements - Include change management activities in implementation timeline - Build in pilot/testing phases before full rollout +- One accountable owner per deliverable — shared accountability means no accountability +- Phase gates prevent premature transitions — enforce them diff --git a/management-consulting/commands/presentation-create.md b/management-consulting/commands/presentation-create.md index e4b3a57..d0b07b1 100644 --- a/management-consulting/commands/presentation-create.md +++ b/management-consulting/commands/presentation-create.md @@ -261,26 +261,23 @@ For each slide, ask: ## Slide 2: Executive Summary [Key messages in priority order] -## Slide 3-5: Situation/Context +## Slides 3-4: Situation/Context [Establishing the common ground] -## Slide 6-8: Complication/Problem +## Slides 5-6: Complication/Problem [Defining the challenge] -## Slide 9-12: Analysis -[Framework applications and findings] +## Slides 7-8: Analysis & Evidence +[Framework applications and key findings — put detailed analysis in backup] -## Slide 13-15: Recommendation -[Your proposed solution] +## Slide 9: Recommendation +[Your proposed solution — clear, specific, actionable] -## Slide 16-17: Impact -[Quantified benefits and risks] +## Slide 10: Impact & Next Steps +[Quantified benefits and specific actions with timeline] -## Slide 18: Next Steps -[Specific actions and timeline] - -## Backup Slides -[Additional supporting material] +## Backup Slides (as needed) +[Detailed analysis, data tables, methodology, additional evidence] ## Speaker Notes [Key points to emphasize, timing, transitions] diff --git a/management-consulting/commands/report-generate.md b/management-consulting/commands/report-generate.md index 5c22191..7dbe09e 100644 --- a/management-consulting/commands/report-generate.md +++ b/management-consulting/commands/report-generate.md @@ -228,7 +228,7 @@ Ensure professional presentation: ### Document Structure ``` [Company/Firm Logo] -[T Report Title] +[Report Title] [Date] [Classification: Confidential / Internal / Public] diff --git a/management-consulting/commands/value-proposition.md b/management-consulting/commands/value-proposition.md index 6d2f51c..40fdcf2 100644 --- a/management-consulting/commands/value-proposition.md +++ b/management-consulting/commands/value-proposition.md @@ -49,7 +49,7 @@ Capture essential context: ### Step 2: Apply Value Proposition Framework -Structure the value proposition using the **VALUE Framework**: +Structure the value proposition using the **VALUED Framework**: ``` ## Value Proposition: [Offering] @@ -58,26 +58,76 @@ Structure the value proposition using the **VALUE Framework**: **What value do we create?** - [Primary value: cost reduction, revenue growth, risk mitigation, capability building] - [Secondary value] +- [Quantified impact: specific numbers, percentages, timeframes] ### Audience Link **Why does this matter to THEM?** - Connect value to their specific priorities - Use their language and terminology +- Address their biggest fear or aspiration ### Logic Proof **Why should they believe us?** -- [Evidence 1: methodology] -- [Evidence 2: experience] -- [Evidence 3: credentials] +- [Evidence 1: methodology with track record] +- [Evidence 2: relevant experience with named outcomes] +- [Evidence 3: credentials, certifications, or third-party validation] ### Unique Differentiation **What makes us different?** -- [Differentiator 1] -- [Differentiator 2] -- [Why it matters] +- [Differentiator 1 — what only we can claim] +- [Differentiator 2 — why it's sustainable] +- [Why competitors cannot easily replicate this] + +### Evidence & Execution +**How do we deliver and prove it?** +- [Delivery model: how the work gets done] +- [Track record: quantified results from similar engagements] +- [Risk mitigation: how we de-risk the engagement for the client] ``` -### Step 3: Test and Refine +### Step 3: Develop Messaging Hierarchy + +Create layered messaging for different contexts and audiences: + +``` +## Messaging Hierarchy + +### Headline Value Proposition +[One sentence: For [target client] who [need], our [offering] delivers [primary benefit] unlike [alternative] because [key differentiator].] + +### Elevator Pitch (30 seconds) +[3-4 sentences that a partner could deliver naturally in conversation: +- Hook: the client problem +- Solution: what we do differently +- Proof: one compelling result +- Action: what happens next] + +### Stakeholder-Level Messages + +#### C-Suite (Strategic) +- **Message**: [Focus on enterprise value, competitive advantage, shareholder impact] +- **Proof**: [Board-level metrics and outcomes] + +#### Functional Leaders (Operational) +- **Message**: [Focus on capability improvement, team effectiveness, operational metrics] +- **Proof**: [Operational KPIs and efficiency gains] + +#### Practitioners (Technical) +- **Message**: [Focus on methodology, tools, skill development, day-to-day improvement] +- **Proof**: [Practical examples and peer references] + +### Competitive Positioning + +| Dimension | Our Position | Competitor A | Competitor B | +|-----------|-------------|-------------|-------------| +| [Key dimension 1] | [Our stance] | [Their stance] | [Their stance] | +| [Key dimension 2] | [Our stance] | [Their stance] | [Their stance] | +| [Key dimension 3] | [Our stance] | [Their stance] | [Their stance] | + +**Positioning statement**: In the [market category], we are the [differentiation] firm because [sustainable reason]. +``` + +### Step 4: Test and Refine Validate the value proposition: @@ -105,22 +155,32 @@ Validate the value proposition: - [ ] Can we back it up? ``` +### Iteration Guidance + +For any checklist item that fails: +- **Clarity fails**: Simplify language, remove jargon, cut to one core benefit +- **Relevance fails**: Re-interview the client need — the value prop may be solving the wrong problem +- **Differentiation fails**: Dig deeper into methodology, team, or IP — generic claims need to be replaced with specifics only you can claim +- **Belief fails**: Add or strengthen proof points — quantified case studies, named references, third-party validation + ## Output Format Generate: 1. **Master Value Proposition** — One-paragraph version 2. **Elevator Pitch** — 30-second version -3. **Value Drivers** — Bulleted key benefits -4. **Proof Points** — Supporting evidence and examples -5. **Differentiation Statement** — Competitive positioning +3. **Stakeholder Messages** — C-suite, functional leader, and practitioner versions +4. **Value Drivers** — Bulleted key benefits with quantification +5. **Proof Points** — Supporting evidence and examples +6. **Competitive Positioning** — Differentiation vs. alternatives +7. **Differentiation Statement** — One-sentence competitive positioning After generating, ask: > "Would you like me to: > - Develop specific use cases for this value proposition? -> - Create messaging for different stakeholder levels? -> - Build a capabilities deck supporting this positioning?" +> - Build a capabilities deck supporting this positioning? +> - Create a one-page leave-behind for client meetings?" ## Notes @@ -132,3 +192,4 @@ After generating, ask: - Revisit and refresh value propositions as markets evolve - Proof points and case studies strengthen credibility - Simplicity wins — if you can't explain it in one sentence, refine it +- Competitive positioning requires understanding what competitors actually claim, not just what they do diff --git a/management-consulting/commands/workshop-facilitate.md b/management-consulting/commands/workshop-facilitate.md index 877ff3b..81b7b21 100644 --- a/management-consulting/commands/workshop-facilitate.md +++ b/management-consulting/commands/workshop-facilitate.md @@ -272,7 +272,7 @@ I'll send the workshop summary by [date]. Any questions?" | Ranking options | Dot voting | | Complex decisions | Multi-voting + discussion | | Consensus needed | Gradients of agreement | -| Final authority | RAPID framework | +| Final authority | Decision rights matrix | ### Managing Dynamics | Challenge | Response | diff --git a/management-consulting/skills/change-management/SKILL.md b/management-consulting/skills/change-management/SKILL.md index b84d6e3..bf58c40 100644 --- a/management-consulting/skills/change-management/SKILL.md +++ b/management-consulting/skills/change-management/SKILL.md @@ -17,33 +17,33 @@ You are a change management assistant applying proven methodologies to help orga | Situation | Recommended Primary Framework | Supporting Frameworks | |-----------|-------------------------------|----------------------| -| Major organizational transformation | 8-Step Model | Individual change, Organizational 7S | -| Individual behavior change focus | Individual change model | Behavior analysis | +| Major organizational transformation | Transformation Execution | Individual adoption, Organizational 7S | +| Individual behavior change focus | Individual Adoption Model | Behavior analysis | | Digital transformation | Combined approach | Digital maturity | -| AI adoption | Individual + Technology | Agile change | -| Merger integration | 8-Step + Culture | Organizational 7S | -| Culture change | Urgency-based | Values-based change | +| AI adoption | Individual Adoption + Technology | Agile change | +| Merger integration | Transformation Execution + Culture | Organizational 7S | +| Culture change | Transformation Execution | Values-based change | --- -## The Individual Change Model +## The Individual Adoption Model -**Purpose**: Individual change model - ensure each person successfully adopts new behaviors +**Purpose**: Ensure each person successfully adopts new behaviors through five sequential stages -### Individual Change Framework +### Individual Adoption Framework ``` -## Individual Change Assessment +## Individual Adoption Assessment -### A - Awareness +### 1 - Understanding **Question**: Do people know WHY the change is happening? -| Stakeholder Group | Current Awareness | Target Awareness | Gap | -|-------------------|-------------------|------------------|-----| +| Stakeholder Group | Current Level | Target Level | Gap | +|-------------------|---------------|--------------|-----| | [Group 1] | [Level] | [Level] | [Gap] | | [Group 2] | [Level] | [Level] | [Gap] | -**Activities to build awareness**: +**Activities to build understanding**: - Town halls and all-hands - Leadership communications - Change cascade sessions @@ -51,91 +51,92 @@ You are a change management assistant applying proven methodologies to help orga - FAQ videos - Internal articles -### D - Desire +### 2 - Motivation **Question**: Do people WANT to participate and support the change? -| Stakeholder Group | Current Desire | Target Desire | Gap | -|-------------------|----------------|---------------|-----| +| Stakeholder Group | Current Level | Target Level | Gap | +|-------------------|---------------|--------------|-----| | [Group 1] | [Level] | [Level] | [Gap] | | [Group 2] | [Level] | [Level] | [Gap] | -**Activities to build desire**: +**Activities to build motivation**: - Highlight personal benefits - Address fears and concerns - Recognize advocates - Executive sponsorship - Quick wins visibility -### K - Knowledge +### 3 - Capability **Question**: Do people know HOW to change? -| Stakeholder Group | Current Knowledge | Target Knowledge | Gap | -|-------------------|-------------------|------------------|-----| +| Stakeholder Group | Current Level | Target Level | Gap | +|-------------------|---------------|--------------|-----| | [Group 1] | [Level] | [Level] | [Gap] | | [Group 2] | [Level] | [Level] | [Gap] | -**Activities to build knowledge**: +**Activities to build capability**: - Training programs - Job aids and guides - Coaching sessions - Documentation - Learning paths -### A - Ability -**Question**: Can people effectively implement the change? +### 4 - Proficiency +**Question**: Can people effectively perform in the new way? -| Stakeholder Group | Current Ability | Target Ability | Gap | -|-------------------|-----------------|----------------|-----| +| Stakeholder Group | Current Level | Target Level | Gap | +|-------------------|---------------|--------------|-----| | [Group 1] | [Level] | [Level] | [Gap] | | [Group 2] | [Level] | [Level] | [Gap] | -**Activities to build ability**: +**Activities to build proficiency**: - Hands-on practice - Shadowing opportunities - Pilot programs - Support resources - Performance coaching -### R - Reinforcement +### 5 - Sustainability **Question**: How is the change being sustained? -| Stakeholder Group | Current Reinforcement | Target Reinforcement | Gap | -|-------------------|----------------------|---------------------|-----| +| Stakeholder Group | Current Level | Target Level | Gap | +|-------------------|---------------|--------------|-----| | [Group 1] | [Level] | [Level] | [Gap] | | [Group 2] | [Level] | [Level] | [Gap] | -**Activities to reinforce**: +**Activities to sustain change**: - Recognition programs - Success celebrations - Metrics and dashboards - Leadership modeling - Consequence management -### Individual Change Scorecard +### Individual Adoption Scorecard -| Phase | Target Date | Status | Risks | Mitigation | +| Stage | Target Date | Status | Risks | Mitigation | |-------|-------------|--------|-------|------------| -| Awareness | [Date] | [Status] | [Risk] | [Mitigation] | -| Desire | [Date] | [Status] | [Risk] | [Mitigation] | -| Knowledge | [Date] | [Status] | [Risk] | [Mitigation] | -| Ability | [Date] | [Status] | [Risk] | [Mitigation] | -| Reinforcement | [Date] | [Status] | [Risk] | [Mitigation] | +| Understanding | [Date] | [Status] | [Risk] | [Mitigation] | +| Motivation | [Date] | [Status] | [Risk] | [Mitigation] | +| Capability | [Date] | [Status] | [Risk] | [Mitigation] | +| Proficiency | [Date] | [Status] | [Risk] | [Mitigation] | +| Sustainability | [Date] | [Status] | [Risk] | [Mitigation] | ``` --- -## The 8-Step Transformation Model +## Transformation Execution Framework -**Purpose**: Large-scale organizational transformation - build urgency, coalition, vision, action +**Purpose**: Large-scale organizational transformation through five phases — from mobilization through embedding -### 8-Step Change Model +### Transformation Execution Model ``` -## 8-Step Implementation Plan +## Transformation Execution Plan -### Step 1: Create Urgency -**Goal**: Build a compelling case for why change must happen NOW +### Phase 1: Mobilize +**Goal**: Build urgency and assemble a guiding coalition with power to lead the change +**Urgency Building**: | Activity | Owner | Timeline | Status | |----------|-------|----------|--------| | [Activity 1] | [Name] | [Date] | [Status] | @@ -146,9 +147,7 @@ You are a change management assistant applying proven methodologies to help orga - [Message 2 about competitive threat] - [Message 3 about internal opportunity] -### Step 2: Form a Powerful Coalition -**Goal**: Assemble a group with enough power to lead the change - +**Guiding Coalition**: | Role | Name | Influence | Commitment | |------|------|-----------|------------| | Executive Champion | [Name] | [Level] | [Champion/Sponsor/Supporter] | @@ -161,8 +160,8 @@ You are a change management assistant applying proven methodologies to help orga - Coalition capability building - Shared vision development -### Step 3: Create a Vision for Change -**Goal**: Develop a clear picture of the future state +### Phase 2: Envision & Communicate +**Goal**: Develop a compelling vision and ensure every stakeholder understands it **Vision Statement**: [Bold, clear statement of the future state] @@ -173,14 +172,7 @@ You are a change management assistant applying proven methodologies to help orga - **How**: [The approach] - **When**: [The timeline] -**Vision Communication**: -- Visual representation -- Elevator pitch -- Story development - -### Step 4: Communicate the Vision -**Goal**: Ensure every stakeholder understands and remembers the vision - +**Communication Plan**: | Channel | Audience | Frequency | Owner | |---------|----------|-----------|-------| | Town halls | All employees | [Frequency] | [Name] | @@ -190,64 +182,55 @@ You are a change management assistant applying proven methodologies to help orga | Intranet | All | Always-on | [Name] | **Communication Principles**: -- Consistent messaging -- Two-way dialogue -- Lead by example -- Multiple formats +- Consistent messaging across all channels +- Two-way dialogue, not just broadcast +- Leaders model the change they communicate +- Multiple formats for different learning styles -### Step 5: Remove Obstacles -**Goal**: Identify and eliminate barriers to change +### Phase 3: Enable & Deliver Quick Wins +**Goal**: Remove barriers, build capability, and generate visible early successes +**Barrier Removal**: | Obstacle | Impact | Owner | Action | Status | |----------|--------|-------|--------|--------| | [Obstacle 1] | [High/Med/Low] | [Name] | [Action] | [Status] | | [Obstacle 2] | [High/Med/Low] | [Name] | [Action] | [Status] | -**Common Obstacles**: -- Structural barriers -- Skills gaps -- Systems and processes -- Resistance from leaders -- Incentive misalignment - -### Step 6: Create Short-Term Wins -**Goal**: Generate visible early successes to build momentum +**Common Barriers**: Structural misalignment, skills gaps, legacy systems, leadership resistance, incentive misalignment +**Quick Wins**: | Win | Target Date | Success Measure | Owner | Status | |-----|-------------|-----------------|-------|--------| | [Win 1] | [Date] | [Measure] | [Name] | [Status] | | [Win 2] | [Date] | [Measure] | [Name] | [Status] | -**Win Criteria**: -- Visible to many people -- Clearly related to the change -- Unambiguous success +**Win Criteria**: Visible to many, clearly tied to the change, unambiguous success -### Step 7: Build on the Change -**Goal**: Use credibility from early wins to drive more change +### Phase 4: Accelerate +**Goal**: Use credibility from early wins to expand adoption and deepen change -**Actions**: -- Expand change team -- Promote change agents -- Update policies and systems -- Develop new skills -- Deepen stakeholder engagement +**Acceleration Actions**: +- Expand the change team and promote change agents +- Update policies, processes, and systems to align with new ways of working +- Develop advanced skills and capabilities +- Deepen stakeholder engagement across the organization +- Scale successful pilots to broader teams -### Step 8: Anchor the Changes in Culture -**Goal**: Make sure the change sticks for the long term +### Phase 5: Embed in Culture +**Goal**: Make changes permanent by anchoring them in organizational culture and operations -**Anchoring Activities**: -- Leadership continuity -- System alignment -- Cultural integration -- Success recognition -- Ongoing communication +**Embedding Activities**: +- Align leadership selection and development with new values +- Update systems, processes, and incentives to reinforce new behaviors +- Integrate changes into onboarding and performance management +- Celebrate and recognize sustained adoption +- Maintain ongoing communication about progress **Culture Indicators**: -- New behaviors are normal -- Stories reflect the change -- Hiring and promotion reflect new values -- Metrics track new outcomes +- New behaviors are the default, not the exception +- Organizational stories and narratives reflect the change +- Hiring and promotion criteria reflect new values +- Performance metrics track new outcomes ``` --- diff --git a/management-consulting/skills/due-diligence/SKILL.md b/management-consulting/skills/due-diligence/SKILL.md index 5f7a974..b0caf78 100644 --- a/management-consulting/skills/due-diligence/SKILL.md +++ b/management-consulting/skills/due-diligence/SKILL.md @@ -109,38 +109,112 @@ Collect and organize data: ### Phase 3: Analysis -Apply rigorous analysis to each area: +Apply rigorous analysis to each area. Select the relevant analysis modules based on DD scope. ``` ## Commercial Analysis Framework ### Market Assessment -| Metric | Finding | Source | -|--------|---------|--------| -| TAM | $X | Industry reports | -| Target share | X% | Company data | -| Growth rate | X% | CAGR analysis | +| Metric | Finding | Source | Confidence | +|--------|---------|--------|------------| +| TAM | $X | Industry reports | H/M/L | +| Target share | X% | Company data | H/M/L | +| Growth rate | X% | CAGR analysis | H/M/L | +| Market position | #X of Y | Competitive analysis | H/M/L | ### Customer Analysis -| Metric | Finding | Risk | -|--------|---------|------| -| Top 10 concentration | X% | High/Med/Low | -| Avg contract value | $X | Trend | -| Churn rate | X% | Historical | +| Metric | Finding | Risk | Trend | +|--------|---------|------|-------| +| Top 10 concentration | X% | High/Med/Low | Improving/Stable/Worsening | +| Avg contract value | $X | Trend | ↑/→/↓ | +| Net revenue retention (NRR) | X% | [Above/Below 100%] | ↑/→/↓ | +| Gross churn rate | X% | Historical comparison | ↑/→/↓ | +| Logo churn rate | X% | Segment comparison | ↑/→/↓ | +| Contract duration (avg) | X months | [Long/Short vs. industry] | ↑/→/↓ | + +### Revenue Quality +| Metric | Finding | Assessment | +|--------|---------|------------| +| Recurring vs. one-time | X% recurring | [Strong/Weak] | +| Revenue recognition risks | [Assessment] | [H/M/L] | +| Backlog / committed revenue | $X | [Coverage ratio] | +| Pricing power | [Assessment] | [Expanding/Stable/Eroding] | +| Cross-sell / upsell trend | X% of new ACV | [Strong/Weak] | ### Competitive Position -| Factor | Target | Competitors | Assessment | -|--------|--------|-------------|------------| -| Market share | X% | Y% | | -| Pricing | $X | $Y | Premium/Par/Discount | -| Differentiation | | | | +| Factor | Target | Comp A | Comp B | Assessment | +|--------|--------|--------|--------|------------| +| Market share | X% | Y% | Z% | [Position] | +| Pricing | $X | $Y | $Z | Premium/Par/Discount | +| Differentiation | [Claim] | [Claim] | [Claim] | [Sustainable?] | +| Win rate (vs. competitors) | X% | — | — | [Strong/Weak] | +``` + +``` +## Operational Analysis Framework + +### Process & Efficiency +| Area | Finding | Risk | Improvement Potential | +|------|---------|------|---------------------| +| Capacity utilization | X% | [H/M/L] | [Assessment] | +| Key process bottlenecks | [Findings] | [H/M/L] | [Assessment] | +| Automation level | X% | [H/M/L] | [Assessment] | +| Quality metrics | [Findings] | [H/M/L] | [Assessment] | + +### Technology Due Diligence +| Area | Assessment | Risk Level | Detail | +|------|-----------|-----------|--------| +| Architecture scalability | [Findings] | H/M/L | [Can it support 3-5x growth?] | +| Technical debt | [Quantified estimate] | H/M/L | [Remediation cost and timeline] | +| IP ownership & protection | [Status] | H/M/L | [Patents, trade secrets, licenses] | +| Security posture | [Assessment] | H/M/L | [Last audit, certifications, incidents] | +| Data architecture | [Findings] | H/M/L | [Quality, governance, portability] | +| Open-source dependencies | [Audit status] | H/M/L | [License compliance, security] | +| Development velocity | [Metrics] | H/M/L | [Deploy frequency, lead time, MTTR] | +| Cloud infrastructure | [Status] | H/M/L | [Provider, costs, lock-in risk] | + +### Management & Team Assessment +| Dimension | Assessment | Risk Level | Detail | +|-----------|-----------|-----------|--------| +| Leadership depth | [Findings] | H/M/L | [Bench strength below C-suite] | +| Key person dependencies | [Names/roles at risk] | H/M/L | [Single points of failure] | +| Succession planning | [Status] | H/M/L | [Documented plans, readiness] | +| Track record | [Performance history] | H/M/L | [Delivery on past commitments] | +| Cultural assessment | [Findings] | H/M/L | [Values, decision-making, adaptability] | +| Retention risk | [Assessment] | H/M/L | [Turnover trends, engagement, comp] | +| Organizational structure | [Assessment] | H/M/L | [Efficiency, spans, layers] | +``` -### Operational Analysis -| Area | Finding | Risk | -|------|---------|------| -| Capacity utilization | X% | | -| Key dependencies | | | -| Technology debt | $X | | +``` +## Financial Analysis Framework + +### Quality of Earnings +| Item | Reported | Adjusted | Adjustment Reason | +|------|---------|---------|-------------------| +| Revenue | $X | $X | [Non-recurring items, timing] | +| EBITDA | $X | $X | [One-time costs, owner perks] | +| Net income | $X | $X | [Normalizing adjustments] | + +### Working Capital Analysis +| Component | Current | Trend | Seasonal Pattern | Implication | +|-----------|---------|-------|-----------------|-------------| +| Accounts receivable | $X (X days) | ↑/→/↓ | [Pattern] | [Cash impact] | +| Accounts payable | $X (X days) | ↑/→/↓ | [Pattern] | [Cash impact] | +| Inventory | $X (X days) | ↑/→/↓ | [Pattern] | [Cash impact] | +| Net working capital | $X | ↑/→/↓ | [Pattern] | [Funding need] | + +### Capital Expenditure +| Category | Historical (3yr avg) | Forecast | Maintenance vs. Growth | +|----------|---------------------|----------|----------------------| +| [Category 1] | $X/yr | $X/yr | [Split] | +| [Category 2] | $X/yr | $X/yr | [Split] | + +### Cash Flow +| Metric | Year -2 | Year -1 | Current | Trend | +|--------|---------|---------|---------|-------| +| Operating cash flow | $X | $X | $X | ↑/→/↓ | +| Free cash flow | $X | $X | $X | ↑/→/↓ | +| Cash conversion | X% | X% | X% | ↑/→/↓ | ``` ### Phase 4: Risk Assessment @@ -212,27 +286,88 @@ Provide investment recommendation: - Normalize for non-recurring items - Assess working capital needs - Identify contingent liabilities +- Revenue recognition policy review +- Customer-by-customer revenue trend analysis ### Customer Due Diligence -- Revenue concentration (top customers) -- Contract renewal rates -- Pricing trends -- Competitive threats -- Churn analysis +- Revenue concentration (top 10, top 20 customers) +- Contract renewal rates and NRR +- Pricing trends and pricing power +- Competitive win/loss analysis +- Cohort-based churn analysis +- Customer satisfaction trends (e.g., NPS, CSAT) ### Operational Due Diligence -- Capacity and scalability -- Technology infrastructure -- Key person dependencies -- Regulatory compliance -- Supply chain risks +- Capacity and scalability assessment +- Technology infrastructure and technical debt +- Key person dependencies and succession +- Regulatory compliance status +- Supply chain risks and concentration +- Process maturity and automation level + +### Technology & IP Due Diligence +- Architecture scalability and technical debt +- IP ownership, patents, and trade secrets +- Open-source license compliance +- Security posture and compliance certifications +- Data architecture and governance +- Development team velocity and practices + +### Legal & Regulatory Due Diligence +- Pending or threatened litigation +- Regulatory compliance status +- Contract review (key customers, vendors, employees) +- IP protection status +- Data privacy compliance (GDPR, CCPA, etc.) +- Environmental and labor compliance + +### Integration Assessment + +``` +## Integration Planning (for M&A / Deal Context) + +### Integration Complexity +| Area | Complexity | Timeline | Key Dependencies | Cost Estimate | +|------|-----------|----------|-----------------|---------------| +| Systems integration | H/M/L | [Months] | [Dependencies] | $[Estimate] | +| Organization integration | H/M/L | [Months] | [Dependencies] | $[Estimate] | +| Customer migration | H/M/L | [Months] | [Dependencies] | $[Estimate] | +| Process harmonization | H/M/L | [Months] | [Dependencies] | $[Estimate] | +| Culture integration | H/M/L | [Months] | [Dependencies] | $[Estimate] | + +### Synergy Quantification +| Synergy | Type | Year 1 | Year 2 | Year 3 | Confidence | Achievability | +|---------|------|--------|--------|--------|-----------|---------------| +| [Revenue synergy 1] | Revenue | $X | $X | $X | H/M/L | [Timing risk] | +| [Cost synergy 1] | Cost | $X | $X | $X | H/M/L | [Execution risk] | +| [Cost synergy 2] | Cost | $X | $X | $X | H/M/L | [Execution risk] | + +### Integration Risk +| Risk | Impact | Likelihood | Mitigation | +|------|--------|------------|------------| +| Customer attrition during transition | [H/M/L] | [H/M/L] | [Strategy] | +| Key talent departure | [H/M/L] | [H/M/L] | [Retention plan] | +| Systems integration delays | [H/M/L] | [H/M/L] | [Phased approach] | +| Cultural clash | [H/M/L] | [H/M/L] | [Integration team] | + +### Day 1 Readiness +- [ ] Communication plan for employees, customers, vendors +- [ ] Interim operating model defined +- [ ] Key talent retention packages in place +- [ ] Regulatory approvals obtained +- [ ] IT systems access and continuity plan +``` + +--- + +## Context Adaptation -### Synergy Assessment -- Revenue synergies -- Cost synergies -- Integration timeline -- Integration costs -- Success probability +Adapt DD approach based on deal context: +- **M&A**: Include synergy assessment, integration complexity, valuation adjustments +- **PE Investment**: Include value creation levers, exit scenarios, management incentive alignment +- **Strategic Partnership**: Focus on capability complementarity, cultural fit, governance model +- **Vendor Assessment**: Focus on operational reliability, financial stability, contractual protections +- **Internal Assessment**: Replace M&A terminology with transformation/improvement language, focus on capability gaps and improvement priorities --- @@ -247,3 +382,5 @@ Provide investment recommendation: - Operational DD often reveals more value creation opportunities than financial DD - Integration planning should start during DD, not after close - Always assess the quality of management alongside the quality of the business +- Technology DD is critical for SaaS/digital businesses — don't skip it +- Management assessment often predicts post-deal success better than financial analysis diff --git a/management-consulting/skills/executive-presentation/SKILL.md b/management-consulting/skills/executive-presentation/SKILL.md index 1460467..64d3726 100644 --- a/management-consulting/skills/executive-presentation/SKILL.md +++ b/management-consulting/skills/executive-presentation/SKILL.md @@ -9,135 +9,17 @@ You are a presentation design assistant applying top-down structured communicati **Important**: This skill provides presentation frameworks and communication techniques. Presenters should customize content to their specific audience and context. ---- - -## Top-Down Structured Communication - -### Core Concept - -``` -## Top-Down Communication Structure - - [KEY MESSAGE] - (What you want the audience to do/know) - - ┌─────────────┴─────────────┐ - │ │ - [SUPPORTING POINT 1] [SUPPORTING POINT 2] - │ │ - ┌─────────┴─────────┐ ┌─────────┴─────────┐ - │ │ │ │ - [EVIDENCE A] [EVIDENCE B] [EVIDENCE C] [EVIDENCE D] -``` - -**Key Rules:** -1. **Lead with the answer**: Start with the recommendation or conclusion -2. **Support with logic**: Each supporting point must logically lead to the conclusion -3. **Structured decomposition**: Supporting points must be mutually exclusive, collectively exhaustive -4. **Build from the top**: Each level summarizes the level below - -### Modern Enhancements - -- **Data-first framing**: Lead with the most compelling data point -- **AI-insight integration**: Highlight AI-derived insights prominently -- **Interactive elements**: Build in decision points for the audience -- **Digital-native design**: Consider screen-first, presentation-second - -### Application by Section Type - -``` -## Executive Summary Structure - -### The Answer (1 sentence) -[Clear recommendation or key message] - -### The Proof (3-4 bullets) -- [Key supporting point 1] -- [Key supporting point 2] -- [Key supporting point 3] - -### The Next Step (1 sentence) -[What you want the audience to do] - - -## Problem-Solution Structure - -### The Problem (1 sentence) -[What challenge needs to be addressed] - -### The Impact (2-3 bullets) -- [Consequence 1] -- [Consequence 2] -- [Consequence 3] +## Core Methodology Reference -### The Solution (1 sentence) -[Recommended approach] +The `/presentation-create` command covers the end-to-end presentation workflow: top-down pyramid structure, Situation-Complication-Resolution framing, slide-by-slide templates (Title, Executive Summary, Problem, Analysis, Recommendation, Financial Impact, Roadmap), visual design guidelines, the "So What?" test, rehearsal checklists, and Q&A preparation tables. Use that command for building a complete presentation from scratch. -### The Value (3-4 bullets) -- [Benefit 1 - quantified] -- [Benefit 2 - quantified] -- [Benefit 3 - quantified] - - -## Situation-Complication-Resolution - -### Situation (2-3 sentences) -[Current state and context] - -### Complication (2-3 sentences) -[What changed or what the problem is] - -### Resolution (1-2 sentences) -[Recommended approach] - -### Call to Action (1 sentence) -[What you want the audience to do] -``` +This skill adds specialized techniques that elevate executive communication beyond structure: emotional storytelling, audience adaptation, advanced visual design, additional presentation formats, and the behavioral principles that separate competent presentations from compelling ones. --- -## Storytelling for Executives +## Storytelling for Emotional Impact -### The Story Arc - -``` -## Consulting Story Structure - -### Hook (10% of presentation) -- Start with a surprising fact, question, or statement -- Connect to the audience's priorities -- Establish stakes -- Use real-time data or live metrics when possible - -### Context (20% of presentation) -- Current situation -- What you found -- Why it matters - -### Challenge (15% of presentation) -- The core problem -- Why it's hard -- What's at risk if unsolved -- Include digital transformation stakes - -### Journey (25% of presentation) -- How you approached it -- Key insights -- What you tested -- Highlight AI/analytics applied - -### Solution (20% of presentation) -- Your recommendations -- The plan -- Expected outcomes - -### Call to Action (10% of presentation) -- What you need from the audience -- Next steps -- Timeline -``` - -### Creating Emotional Impact +### Creating Tension and Resolution | Element | Technique | Example | |---------|-----------|---------| @@ -149,97 +31,24 @@ You are a presentation design assistant applying top-down structured communicati ### Modern Storytelling Elements -- **Data storytelling**: Weave data naturally into the narrative -- **Visual analytics**: Show dynamic charts and live dashboards -- **AI insights**: Highlight machine learning findings prominently +- **Data storytelling**: Weave data naturally into the narrative — numbers inform, stories transform +- **Visual analytics**: Show dynamic charts and live dashboards where possible +- **AI insights**: Highlight machine learning findings prominently with distinct visual treatment - **Digital proof points**: Include technology/digital case studies - **Interactive Q&A**: Build in decision moments for the audience ---- - -## Presentation Structure Templates - -### Standard Consulting Deck - -``` -## Slide 1: Title Slide -# [Project Name] -## [Subtitle] -### [Date] | [Presenter Name] - - -## Slide 2: Executive Summary -## The Bottom Line -[1-2 sentence recommendation] - -## Key Findings -- [Finding 1] -- [Finding 2] -- [Finding 3] - -## Recommended Actions -1. [Action 1] -2. [Action 2] - -## Next Steps -[What you need from the audience] - - -## Slide 3: Agenda -## Today's Discussion -1. [Topic 1] -2. [Topic 2] -3. [Topic 3] -4. [Next Steps] - - -## [Section Start]: Context - -## Slide 4: [Section Title] -## Background -- [Context point 1] -- [Context point 2] -- [Context point 3] - - -## [Section]: Analysis - -## Slide 5: [Key Insight] -### The Issue -[1 sentence problem statement] - -### Our Analysis -- [Finding 1 with data] -- [Finding 2 with data] -- [Finding 3 with data] - -### Implication -[Why this matters] - - -## [Section]: Recommendations - -## Slide 6: Recommendations -### What We Propose - -| Initiative | Impact | Timeline | Investment | -|------------|--------|----------|------------| -| [Initiative 1] | [High/Med] | [Duration] | $[Amount] | -| [Initiative 2] | [High/Med] | [Duration] | $[Amount] | -| [Initiative 3] | [High/Med] | [Duration] | $[Amount] | +### Modern Enhancements to Top-Down Communication +- **Data-first framing**: Lead with the most compelling data point +- **AI-insight integration**: Highlight AI-derived insights prominently +- **Interactive elements**: Build in decision points for the audience +- **Digital-native design**: Consider screen-first, presentation-second -## Slide 7: Next Steps -### Recommended Path Forward +--- -| Milestone | Owner | Date | -|-----------|-------|------| -| [Step 1] | [Name] | [Date] | -| [Step 2] | [Name] | [Date] | +## Additional Presentation Formats -### Decision Required -[What you need from the audience] -``` +The `/presentation-create` command covers the standard consulting deck structure. The formats below provide additional templates not covered by that command. ### AI/Technology Presentation Addendum @@ -308,37 +117,9 @@ You are a presentation design assistant applying top-down structured communicati --- -## Visual Design Principles - -### Slide Layout - -``` -## Effective Slide Structure - -┌────────────────────────────────────────────┐ -│ TITLE: Clear, specific, outcome-focused │ -│ │ -│ ┌──────────────────────────────────────┐ │ -│ │ │ │ -│ │ MAIN CONTENT │ │ -│ │ (chart, diagram, │ │ -│ │ or key points) │ │ -│ │ │ │ -│ └──────────────────────────────────────┘ │ -│ │ -│ TAKEAWAY: One clear insight per slide │ -└────────────────────────────────────────────┘ -``` - -### Visual Trends +## Advanced Visual Design -- **Minimalist design**: Less text, more visual impact -- **Data visualization**: Sophisticated charts that tell a story -- **Interactive elements**: Clickable demos, live data -- **AI-generated insights**: Highlighted in distinct visual style -- **Mobile-first thinking**: Ensure readability on all devices - -### Chart Best Practices +### Chart Selection Guide | Chart Type | Use For | Best Practice | |------------|---------|---------------| @@ -350,7 +131,7 @@ You are a presentation design assistant applying top-down structured communicati | Heat map | Showing patterns | Clear legend, intuitive colors | | Sankey | Showing flow | Label clearly, limited nodes | -### Color and Design +### Color and Design Principles - Use brand colors consistently - Limit to 3-4 colors per slide @@ -362,20 +143,15 @@ You are a presentation design assistant applying top-down structured communicati --- -## Handling Q&A +## Handling Difficult Q&A + +The `/presentation-create` command includes a Q&A anticipation table. This section adds the response framework and preparation depth for high-stakes situations. -### Preparation +### Preparation for Hard Questions ``` ## Anticipating Questions -### Likely Questions -1. [Question 1] - - Preparation: [Response] - -2. [Question 2] - - Preparation: [Response] - ### Hard Questions 1. [Difficult question] - Why it's hard: [Reason] @@ -420,55 +196,15 @@ You are a presentation design assistant applying top-down structured communicati --- -## Presentation Checklist - -### Before - -- [ ] Know your audience -- [ ] Test all technology -- [ ] Have backup materials -- [ ] Practice timing -- [ ] Prepare for questions -- [ ] Know the room setup -- [ ] Test screen sharing, virtual backgrounds -- [ ] Prepare AI-assisted backup data - -### During - -- [ ] Start strong -- [ ] Make eye contact -- [ ] Vary your pace and tone -- [ ] Engage the audience -- [ ] Watch for signals -- [ ] Stay on time -- [ ] Reference live data when relevant -- [ ] Highlight AI/analytics insights - -### After +## Behavioral Principles -- [ ] Summarize key points -- [ ] Confirm next steps -- [ ] Send follow-up materials -- [ ] Request feedback -- [ ] Document lessons learned -- [ ] Send digital/AI resources mentioned - ---- - -## Best Practices - -1. **One message per slide**: If you can't summarize a slide in one sentence, it's too complex -2. **Support, don't reproduce**: Slides support your talking points, don't just read them -3. **Practice out loud**: You'll find issues you don't see on screen -4. **Expect the unexpected**: Technology fails, schedules change, be ready -5. **Less is more**: White space, fewer words, cleaner design -6. **Quantify everything**: Numbers create credibility -7. **End with action**: Never leave the audience wondering "so what?" -8. **Tell stories**: Data informs, stories transform -9. **Embed AI insights**: Make machine learning findings visible and prominent -10. **Design for digital**: Consider how slides will look in PDF/share format -11. **Accessibility matters**: Ensure color contrast, font size, alt text -12. **Continuous improvement**: Update based on feedback +- **Lead with the answer, always**: Executives lose patience with build-up; state the recommendation in the first 30 seconds and earn the right to explain afterward +- **Every slide must pass the "so what?" test**: If you cannot articulate why the audience should care about a slide in one sentence, cut or restructure it +- **Quantify or don't claim it**: Unsupported claims erode credibility; attach a number, a source, or a date to every assertion +- **Design for the skeptic in the room**: Assume at least one audience member will challenge your logic; build the pyramid so each level withstands scrutiny independently +- **Less content, more conviction**: A 7-slide deck delivered with authority beats a 30-slide deck that hedges; cut ruthlessly and own what remains +- **Rehearse transitions, not just slides**: The story arc breaks when transitions are weak; script the bridge sentence between each section +- **Adapt in real time**: Read body language and questions; be prepared to skip slides, dive deeper, or reorder based on audience signals --- @@ -477,9 +213,21 @@ You are a presentation design assistant applying top-down structured communicati - Top-down structured communication applies to every level: deck, section, slide, bullet - If your grandmother can't understand it, simplify - Executives appreciate brevity — earn their time by being concise -- The "so what?" test: every slide and section should answer this question -- Practice doesn't make perfect — practice makes prepared -- Your presentation is only as good as your preparation - Always highlight the AI/digital dimension of recommendations - Data storytelling is more important than ever — weave data into narratives - Consider the hybrid meeting environment — present for both in-room and remote +- Practice doesn't make perfect — practice makes prepared +- Your presentation is only as good as your preparation + +--- + +### When to Apply This Skill vs. the Command + +| Situation | Use | +|-----------|-----| +| Building a complete presentation end-to-end | `/presentation-create` command | +| Needing advanced storytelling and emotional impact techniques | This skill | +| Creating an AI/Technology addendum or One-Page Memo | This skill | +| Selecting chart types and advanced visual design guidance | This skill | +| Preparing for high-stakes Q&A with response framework | This skill | +| Understanding behavioral principles for executive communication | This skill | diff --git a/management-consulting/skills/financial-modeling/SKILL.md b/management-consulting/skills/financial-modeling/SKILL.md index 8bfb6f2..9378d72 100644 --- a/management-consulting/skills/financial-modeling/SKILL.md +++ b/management-consulting/skills/financial-modeling/SKILL.md @@ -9,213 +9,35 @@ You are a financial analysis assistant applying the modeling techniques used in **Important**: This skill provides financial frameworks and calculation methodologies. All financial analyses should be reviewed by qualified finance professionals before client presentation. ---- - -## Financial Analysis Framework - -### Step 1: Define the Investment Case - -``` -## Investment Case Definition - -### Project Overview -- **Project name**: [Name] -- **Strategic objective**: [Why this investment] -- **Time horizon**: [Years] -- **Investment type**: [New capability / Efficiency / Growth / Compliance / Digital Transformation / AI] - -### Investment Scope -| Component | Description | Estimated Cost | -|-----------|-------------|----------------| -| Initial investment | [One-time costs] | $[Amount] | -| Implementation | [Implementation costs] | $[Amount] | -| Working capital | [Working capital needs] | $[Amount] | -| Contingency | [Risk buffer] | $[Amount] | -| **Total Investment** | | **$[Amount]** | - -### Benefits Scope -| Benefit | Type | Timeframe | Estimated Value | -|---------|------|-----------|------------------| -| [Benefit 1] | [Revenue/Cost] | [Years 1-N] | $[Amount] | -| [Benefit 2] | [Revenue/Cost] | [Years 1-N] | $[Amount] | -| [Benefit 3] | [Revenue/Cost] | [Years 1-N] | $[Amount] | - -### Digital/AI Considerations -- **Technology costs**: Cloud, AI/ML, infrastructure -- **Data costs**: Data acquisition, cleaning, storage -- **AI benefits**: Automation savings, prediction value, personalization uplift -- **Platform economics**: Network effects, ecosystem revenue -``` +## Core Financial Analysis Reference -### Step 2: Build the Financial Model +This skill builds on standard financial analysis workflows. For core financial analysis templates including ROI analysis, business case development, cash flow projections, NPV/IRR calculations, DCF valuation, scenario analysis, and break-even analysis, use the `/financial-analysis` command. -``` -## Financial Model Structure - -### Assumptions - -#### Revenue Assumptions -| Assumption | Value | Basis | -|------------|-------|-------| -| [Revenue driver 1] | [Value] | [Source] | -| [Revenue driver 2] | [Value] | [Source] | - -#### Cost Assumptions -| Assumption | Value | Basis | -|------------|-------|-------| -| [Cost driver 1] | [Value] | [Source] | -| [Cost driver 2] | [Value] | [Source] | - -#### Timing Assumptions -| Milestone | Timing | Dependencies | -|-----------|--------|--------------| -| [Milestone 1] | [Date] | [Dependencies] | -| [Milestone 2] | [Date] | [Dependencies] | - -### Base Case Model - -#### Cash Flow Projection - -| Line Item | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | -|-----------|--------|--------|--------|--------|--------|--------| -| **Investment** | | | | | | | -| Capital expenditure | ($X) | | | | | | -| Implementation cost | ($X) | | | | | | -| Working capital | ($X) | | | | | | -| **Total Investment** | ($X) | | | | | | -| | | | | | | | -| **Benefits** | | | | | | | -| Revenue increase | | $X | $X | $X | $X | $X | -| Cost reduction | | $X | $X | $X | $X | $X | -| **Total Benefits** | | $X | $X | $X | $X | $X | -| | | | | | | | -| **Net Cash Flow** | ($X) | $X | $X | $X | $X | $X | -| **Cumulative Cash Flow** | ($X) | ($X) | $X | $X | $X | $X | -``` +This skill adds specialized financial modeling tools that go beyond the standard workflows: advanced valuation metrics, discount rate selection, total cost of ownership analysis, Monte Carlo and real-options thinking, and modern modeling best practices. --- -## Key Financial Metrics - -### 1. Net Present Value (NPV) - -``` -## NPV Calculation - -### Formula -NPV = Σ [Cash Flow / (1 + r)^t] - Initial Investment - -Where: -- r = Discount rate -- t = Time period - -### Calculation - -| Year | Cash Flow | Discount Factor (r=X%) | Present Value | -|------|-----------|------------------------|---------------| -| 0 | ($X) | 1.000 | ($X) | -| 1 | $X | 0.XXX | $X | -| 2 | $X | 0.XXX | $X | -| 3 | $X | 0.XXX | $X | -| 4 | $X | 0.XXX | $X | -| 5 | $X | 0.XXX | $X | -| **NPV** | | | **$X** | - -### Interpretation -- NPV > 0: Investment creates value (accept) -- NPV = 0: Investment breaks even (indifferent) -- NPV < 0: Investment destroys value (reject) - -### Enhancement: Real-Options NPV -- Consider flexibility value of staged investments -- Model optionality to expand/contract -- Include AI learning value -``` - -### 2. Internal Rate of Return (IRR) - -``` -## IRR Calculation - -### Formula -IRR = Rate where NPV = 0 - -### Calculation Method -Use iterative calculation or Excel IRR function - -### Results - -| Scenario | IRR | Decision | -|----------|-----|----------| -| Base case | X% | [Accept/Reject] | -| Upside | X% | [Accept/Reject] | -| Downside | X% | [Accept/Reject] | - -### Interpretation -- IRR > Hurdle rate: Accept the investment -- IRR = Hurdle rate: Indifferent -- IRR < Hurdle rate: Reject the investment - -### Modified IRR (MIRR) -- Use when reinvestment rate differs from financing rate -- More accurate for projects with non-standard cash flows -``` - -### 3. Payback Period - -``` -## Payback Period Calculation - -### Simple Payback -Time to recover initial investment from cumulative cash flows +## Behavioral Principles -| Year | Cumulative Cash Flow | -|------|----------------------| -| 0 | ($X) | -| 1 | ($X) | -| 2 | $X | -| 3 | $X | +When building financial models or reviewing financial analyses: -**Payback Period**: Between Year 1 and Year 2 -= 1 + [($X) / $X] = X.X years +1. **Document every assumption**: State the source, basis, and confidence level for each assumption. Undocumented assumptions are the #1 cause of flawed business cases. +2. **Be conservative by default**: Use realistic, not optimistic, assumptions. Stretch goals are not baseline projections. If a client pushes for aggressive numbers, flag the risk explicitly. +3. **Sensitivity over precision**: A precise but wrong number is worse than an approximate range. Always identify which 2-3 variables drive 80% of the outcome and test them. +4. **Show alternatives**: Never present a single option. Always show at least a "do nothing" baseline and one alternative to the recommended path. +5. **Separate facts from forecasts**: Clearly distinguish historical data from projected values. Label assumptions as "verified," "estimated," or "placeholder." +6. **Make it auditable**: Structure models so a third party can trace any output back to its source assumptions in under 5 minutes. +7. **The number supports the decision**: The business case exists to support a decision, not to generate a number. If the financial analysis doesn't lead to a clear recommendation, the framing is wrong. -### Discounted Payback -Time to recover initial investment from discounted cumulative cash flows - -**Discounted Payback Period**: X.X years - -### Interpretation -- Shorter payback: Lower risk, faster capital recovery -- Industry benchmarks: Compare to typical payback in sector -- Consider tech/hype cycle - faster payback may indicate faster obsolescence -``` - -### 4. Return on Investment (ROI) - -``` -## ROI Calculation - -### Simple ROI -ROI = (Total Benefits - Total Costs) / Total Costs × 100% - -### Calculation -ROI = ($X - $X) / $X × 100% = X% - -### Annualized ROI -Annual ROI = [(Total Benefits / Total Costs)^(1/n) - 1] × 100% - -### Interpretation -- Higher ROI: More efficient use of capital -- Compare to cost of capital or alternative investments -``` +--- -### 5. Economic Value Added (EVA) +## Economic Value Added (EVA) ``` ## EVA Calculation ### Formula -EVA = NOPAT - (WACC × Capital Employed) +EVA = NOPAT - (WACC x Capital Employed) Where: - NOPAT = Net Operating Profit After Tax @@ -225,192 +47,13 @@ Where: ### Interpretation - Positive EVA: Creates value for shareholders - Negative EVA: Destroys value -``` - ---- - -## Scenario Analysis - -### Building Scenarios - -``` -## Scenario Framework - -### Scenario Design - -| Variable | Base Case | Upside Case | Downside Case | -|----------|-----------|-------------|---------------| -| [Driver 1] | [Value] | [Value] | [Value] | -| [Driver 2] | [Value] | [Value] | [Value] | -| [Driver 3] | [Value] | [Value] | [Value] | - -### Scenario Results Summary - -| Metric | Upside | Base | Downside | -|--------|--------|------|----------| -| NPV | $X | $X | $X | -| IRR | X% | X% | X% | -| Payback | X yrs | X yrs | X yrs | -| ROI | X% | X% | X% | - -### Sensitivity Analysis - -| Variable | -20% Impact on NPV | +20% Impact on NPV | -|----------|-------------------|-------------------| -| [Driver 1] | $X | $X | -| [Driver 2] | $X | $X | -| [Driver 3] | $X | $X | - -**Key insight**: [Which variables most impact the investment case] - -### Monte Carlo Analysis -- Model 10,000+ scenarios with variable distributions -- Show probability distribution of outcomes -- Calculate probability of loss, target returns -- Use AI to identify key risk factors -``` - -### Break-Even Analysis - -``` -## Break-Even Analysis - -### Unit Economics -| Metric | Value | -|--------|-------| -| Price per unit | $X | -| Variable cost per unit | $X | -| Contribution margin | $X | -| Contribution margin % | X% | - -### Break-Even Calculation -Fixed Costs / Contribution Margin = Break-Even Units +- Compare EVA across business units to identify value creators vs. destroyers -Break-Even = $X / $X = X,XXX units - -### Break-Even Chart -[Visual showing break-even point] - -### Implications -- Current capacity: X,XXX units -- Break-even: X,XXX units -- Margin of safety: X% -``` - ---- - -## Business Case Template - -### Executive Summary - -``` -## Business Case: [Project Name] - -### Executive Summary - -**Recommendation**: [One-sentence recommendation] - -**Investment Required**: $[Amount] over [Timeline] - -**Expected Returns**: -- NPV: $[Amount] (at X% discount rate) -- IRR: X% -- Payback: X years -- ROI: X% - -**Key Benefits**: -1. [Benefit 1 quantified] -2. [Benefit 2 quantified] -3. [Benefit 3 quantified] - -**Risks**: -- [Risk 1] — [Mitigation] -- [Risk 2] — [Mitigation] - -**Decision Required**: [What approval is needed] -``` - -### Detailed Business Case - -``` -## 1. Strategic Context - -### Business Objective -[Why this investment matters strategically] - -### Problem or Opportunity -[What problem does this solve or opportunity does it capture?] - -### Options Considered -| Option | Description | NPV | IRR | Recommendation | -|--------|-------------|-----|-----|----------------| -| A | [Do nothing] | $X | X% | [Baseline] | -| B | [Option 1] | $X | X% | [Recommended] | -| C | [Option 2] | $X | X% | [Alternative] | - -## 2. Financial Analysis - -### Investment Summary -| Category | Year 0 | Year 1 | Year 2 | Year 3 | Total | -|----------|--------|--------|--------|--------|-------| -| Capital | $X | | | | $X | -| Operating | | $X | $X | $X | $X | -| Total | $X | $X | $X | $X | $X | - -### Benefit Summary -| Benefit | Year 1 | Year 2 | Year 3 | Total | -|---------|--------|--------|--------|-------| -| [Benefit 1] | $X | $X | $X | $X | -| [Benefit 2] | $X | $X | $X | $X | -| Total | $X | $X | $X | $X | - -### Returns Summary -| Metric | Value | Target | Status | -|--------|-------|--------|--------| -| NPV | $X | $X | [Met/Not Met] | -| IRR | X% | X% | [Met/Not Met] | -| Payback | X yrs | X yrs | [Met/Not Met] | -| ROI | X% | X% | [Met/Not Met] | - -## 3. Risk Assessment - -### Risk Register -| Risk | Likelihood | Impact | Mitigation | Residual Risk | -|------|------------|--------|------------|---------------| -| [Risk 1] | [H/M/L] | [H/M/L] | [Mitigation] | [H/M/L] | -| [Risk 2] | [H/M/L] | [H/M/L] | [Mitigation] | [H/M/L] | - -### Sensitivity -[Which variables most impact the business case] - -## 4. Implementation Plan - -### Timeline -| Phase | Duration | Start | End | -|-------|----------|-------|-----| -| Phase 1 | X months | [Date] | [Date] | -| Phase 2 | X months | [Date] | [Date] | - -### Resource Requirements -| Role | FTE | Duration | -|------|-----|----------| -| [Role 1] | X.X | [Time] | -| [Role 2] | X.X | [Time] | - -## 5. Recommendations and Next Steps - -### Recommendation -[Clear statement of recommendation] - -### Required Decisions -1. [Decision 1] -2. [Decision 2] - -### Next Steps -| Action | Owner | Due Date | -|--------|-------|----------| -| [Action 1] | [Name] | [Date] | -| [Action 2] | [Name] | [Date] | +### When to Use EVA +- Comparing performance across divisions of different sizes +- Evaluating whether growth is actually creating value +- Setting performance targets that account for capital cost +- Assessing acquisition targets (is the target generating returns above its cost of capital?) ``` --- @@ -438,40 +81,16 @@ Break-Even = $X / $X = X,XXX units | Very high risk | 20%+ | New ventures, R&D, AI/ML | | Platform/AI | 15-25% | Digital transformation | ---- - -## Advanced Forecasting - -- **Predictive analytics**: Use ML models for demand forecasting -- **Anomaly detection**: Identify unusual patterns in assumptions -- **Scenario generation**: AI can suggest additional scenarios -- **Real-time updates**: Connect models to live data feeds - -### Modern Modeling Best Practices +### Guidance -``` -## Financial Model Standards - -### Structure -- Single source of truth for assumptions -- Clear inputs vs. outputs separation -- Scenario switches that update entire model -- Sensitivity tables linked to key outputs +- When in doubt, use a higher discount rate -- it is better to reject a good project than to accept a bad one +- For AI/ML investments, account for the uncertainty in adoption rates and the speed of technology change +- If a project looks attractive only at a low discount rate, flag it as sensitive to cost-of-capital assumptions +- Always show NPV at multiple discount rates (e.g., WACC, WACC+2%, WACC+5%) -### Technology Integration -- Cloud-based collaboration -- Version control for model history -- Audit trails for changes -- API connections for live data - -### Visualization -- Interactive dashboards -- Drill-down capability -- Export to multiple formats -- Mobile-friendly views -``` +--- -### Total Cost of Ownership (TCO) +## Total Cost of Ownership (TCO) ``` ## TCO Analysis @@ -491,41 +110,153 @@ Break-Even = $X / $X = X,XXX units - Support overhead - Compliance/certification costs +### Hidden Costs (often missed) +- Data migration and integration +- Dual-running during transition +- Vendor lock-in switching costs +- Technical debt accumulation +- Opportunity cost of internal resources + ### TCO Summary | Metric | Value | |--------|-------| | Total TCO | $X | | Annualized TCO | $X | | Cost per user/year | $X | +| TCO vs. alternatives | [Comparison] | +``` + +### When to Use TCO vs. Simple ROI + +- **Use TCO** when comparing competing solutions (e.g., build vs. buy, vendor A vs. vendor B) +- **Use ROI** when evaluating a single investment against a do-nothing baseline +- **Use both** when the investment decision involves both "should we do it?" and "how should we do it?" + +--- + +## Advanced Valuation Concepts + +### Modified IRR (MIRR) + +Standard IRR assumes reinvestment at the IRR rate, which is often unrealistic. MIRR corrects this: + +- **Financing rate**: Cost to fund the project (typically WACC) +- **Reinvestment rate**: Rate earned on interim cash flows (typically cost of capital or a conservative market rate) +- Use MIRR when the project has non-standard cash flows (e.g., multiple sign changes) or when IRR produces multiple solutions + +### Real-Options Valuation + +Traditional NPV undervalues projects with embedded flexibility. Real-options thinking adds value for: + +- **Option to expand**: Invest small now, scale up if successful +- **Option to abandon**: Cut losses if early results are poor +- **Option to defer**: Wait for better information before committing +- **Option to switch**: Change inputs, outputs, or technology mid-project + +When to apply real-options thinking: +- Staged investments (especially R&D, AI/ML pilots) +- High-uncertainty environments where flexibility has tangible value +- Platform investments where future use cases are uncertain +- When traditional NPV is negative but "close" -- flexibility may tip the balance + +### Monte Carlo Simulation Concepts + +For major investments, point-estimate scenarios (best/base/worst) understate the range of outcomes: + +- Assign probability distributions to key assumptions (not just three points) +- Run thousands of iterations to produce a probability distribution of outcomes +- Report: probability of positive NPV, expected NPV, 5th/95th percentile range +- Use to identify which assumptions contribute most to outcome variance +- Particularly valuable for AI/ML investments where adoption curves are uncertain + +--- + +## Digital/AI Investment Considerations + +When modeling technology or AI investments, account for cost structures that differ from traditional capital projects: + +### Cost Patterns +- **Cloud infrastructure**: Operating expense, scales with usage (not fixed capital) +- **Data costs**: Acquisition, cleaning, labeling, storage -- often underestimated +- **AI/ML talent**: Scarce and expensive; model as ongoing cost, not one-time +- **Technical debt**: Accumulates if not managed; include remediation budget + +### Benefit Patterns +- **Automation savings**: High confidence, easy to quantify +- **Prediction/decision quality**: Medium confidence, model as error-rate reduction +- **Personalization uplift**: Measurable via A/B testing, but adoption curve matters +- **Platform/network effects**: Hard to model precisely; use scenario analysis + +### Modeling Guidance +- Separate "proven" benefits (automation) from "speculative" benefits (network effects) +- Use higher discount rates for speculative AI benefits +- Model adoption curves -- AI benefits rarely arrive at full scale in Year 1 +- Include a "technology pivot" scenario where the chosen approach needs to change + +--- + +## Modern Modeling Best Practices + +``` +## Financial Model Standards + +### Structure +- Single source of truth for assumptions (one assumptions tab/section) +- Clear inputs vs. outputs separation +- Scenario switches that update the entire model from one control +- Sensitivity tables linked to key outputs + +### Quality Controls +- Version control for model history +- Audit trails for every change to assumptions +- Cell-level comments explaining non-obvious formulas +- Error checks that flag circular references, broken links, or out-of-range values + +### Presentation +- Interactive dashboards for stakeholder review +- Drill-down from summary metrics to supporting detail +- Export to multiple formats (slides, spreadsheets, PDF) +- Executive summary that fits on one page ``` --- -## Best Practices - -1. **Document all assumptions**: Future cash flows are only as good as the assumptions -2. **Be conservative**: Use realistic, not optimistic, assumptions -3. **Show your work**: Include supporting calculations -4. **Test sensitivity**: Identify which assumptions matter most -5. **Consider risks**: Include risk-adjusted scenarios -6. **Compare alternatives**: Always show options, not just recommended path -7. **Quantify intangible benefits**: Try to put numbers on soft benefits -8. **Update regularly**: Business cases should be living documents -9. **Include AI/Tech considerations**: Technology costs and benefits matter -10. **Apply Monte Carlo**: Use probability-based risk analysis for major investments -11. **Consider real options**: Value of flexibility in staged investments -12. **Make it auditable**: Structure for easy review and validation +## Advanced Forecasting Techniques + +- **Predictive analytics**: Use ML models for demand forecasting when historical data is available +- **Anomaly detection**: Identify unusual patterns in assumption inputs that may signal errors +- **Scenario generation**: AI can suggest additional scenarios based on historical variance +- **Real-time updates**: Connect models to live data feeds for continuous reforecasting +- **Driver-based forecasting**: Build from operational drivers (units, prices, headcount) rather than top-down growth rates + +--- + +## Routing Guide + +| Need | Use | +|------|-----| +| ROI analysis for an investment | `/financial-analysis` command | +| Business case with NPV/IRR/payback | `/financial-analysis` command | +| DCF valuation of a business | `/financial-analysis` command | +| Scenario analysis (best/base/worst) | `/financial-analysis` command | +| Break-even analysis | `/financial-analysis` command | +| Choosing the right discount rate | This skill | +| Total cost of ownership comparison | This skill | +| EVA calculation across business units | This skill | +| Real-options or Monte Carlo thinking | This skill | +| AI/digital investment modeling | This skill | +| Financial model structure and standards | This skill | +| Advanced forecasting techniques | This skill | --- ## Notes -- The "number" is never the point — the business case supports a decision -- Finance and strategy must work together — numbers without story lack impact +- The "number" is never the point -- the business case supports a decision +- Finance and strategy must work together -- numbers without story lack impact - Sensitivity analysis is more important than precise projections - Always stress-test the business case with realistic downside scenarios - Be prepared to explain every assumption - If you can't explain it simply, you don't understand it well enough -- Always include technology/digital dimension in business cases -- AI/ML investments have specific cost structures - account for data, compute, talent -- Platform investments have different economics - consider network effects +- AI/ML investments have specific cost structures -- account for data, compute, talent +- Platform investments have different economics -- consider network effects diff --git a/management-consulting/skills/problem-solving/SKILL.md b/management-consulting/skills/problem-solving/SKILL.md index 8c68af1..c8bec03 100644 --- a/management-consulting/skills/problem-solving/SKILL.md +++ b/management-consulting/skills/problem-solving/SKILL.md @@ -1,6 +1,6 @@ --- name: problem-solving -description: Apply hypothesis-driven problem solving methodology. Use when breaking down complex business problems, structuring analysis, or guiding fact-finding. Based on the structured decomposition principle and the 7-step problem solving process. +description: Apply hypothesis-driven, MECE problem solving methodology. Use when structuring issue trees, developing hypothesis pyramids, designing analytical workplans, or decomposing problems into mutually exclusive components. --- # Problem Solving Skill diff --git a/management-consulting/skills/process-excellence/SKILL.md b/management-consulting/skills/process-excellence/SKILL.md index 6fb49b6..aa764c6 100644 --- a/management-consulting/skills/process-excellence/SKILL.md +++ b/management-consulting/skills/process-excellence/SKILL.md @@ -1,6 +1,6 @@ --- name: process-excellence -description: Apply Lean Six Sigma methodology for process improvement and operational excellence. Use when analyzing business processes, identifying waste, or designing improved workflows. Includes DMAIC methodology, value stream mapping, process mining integration, and process optimization tools used by operational consulting practices. +description: Apply Lean Six Sigma methodology for process improvement and operational excellence. Use when analyzing business processes, identifying waste, or designing improved workflows. Includes value stream mapping, process mining integration, SIPOC analysis, standard work design, and process performance dashboards used by operational consulting practices. --- # Process Excellence Skill @@ -9,156 +9,85 @@ You are a process improvement assistant applying Lean Six Sigma methodologies us **Important**: This skill provides process improvement frameworks and techniques. Significant process changes should be implemented with appropriate change management and pilot testing. -## The DMAIC Methodology +## DMAIC Methodology Reference -### Overview +This skill builds on the DMAIC framework (Define, Measure, Analyze, Improve, Control). For the core DMAIC phase templates including problem statements, root cause analysis (5 Whys, Fishbone), waste identification (TIMWOODS), solution evaluation matrices, pilot plans, control plans, and control charts, use the `/process-improve` command. -``` -## DMAIC Framework - -D - Define → Define the problem and process boundaries -M - Measure → Measure current performance and collect data -A - Analyze → Analyze root causes and identify variation -I - Improve → Develop and implement solutions -C - Control → Sustain improvements and monitor performance - -### Key Principle -DMAIC is a data-driven improvement cycle used for improving, -optimizing and stabilizing business processes and designs. -``` - ---- - -## Phase 1: Define - -### Problem Statement - -``` -## Define the Problem - -### Problem Statement -[The problem to be solved, in one sentence] - -### Background -- **Process**: [Name of process] -- **Current state**: [What's wrong] -- **Impact**: [Who is affected, what is the cost] -- **Goal**: [What improvement is needed] - -### Scope -- **In scope**: [What's included] -- **Out of scope**: [What's excluded] -- **Boundaries**: [Where process starts/ends] - -### Project Charter - -| Element | Content | -|---------|---------| -| Project name | [Name] | -| Problem statement | [Statement] | -| Goal statement | [SMART goal] | -| Scope | [Boundaries] | -| Timeline | [Start - End dates] | -| Team | [Members and roles] | -| Sponsor | [Executive sponsor] | -``` - -### Process Mapping - -``` -## Process Definition - -### Process Overview -- **Process name**: [Name] -- **Owner**: [Person responsible] -- **Purpose**: [Why this process exists] -- **Customers**: [Who receives the output] -- **Inputs**: [What enters the process] -- **Outputs**: [What leaves the process] - -### High-Level Process Map - - ┌─────────┐ - │ INPUT │ - └────┬────┘ - │ - ▼ - ┌───────────┐ ┌───────────┐ ┌───────────┐ - │ STEP 1 │────▶│ STEP 2 │────▶│ STEP 3 │ - └───────────┘ └───────────┘ └───────────┘ - │ │ - ▼ ▼ - ┌─────────┐ ┌─────────┐ - │OUTPUT 1 │ │OUTPUT 2 │ - └─────────┘ └─────────┘ -``` +This skill adds specialized tools that complement the DMAIC workflow: value stream mapping, process mining, SIPOC analysis, standard work design, and performance dashboards. --- -## Phase 2: Measure - -### Process Metrics - -``` -## Current State Metrics - -### Key Process Indicators (KPIs) - -| Metric | Definition | Current Performance | Target | Gap | -|--------|------------|---------------------|--------|-----| -| Cycle time | [Definition] | [Value] | [Value] | [Gap] | -| Throughput | [Definition] | [Value] | [Value] | [Gap] | -| Defect rate | [Definition] | [Value] | [Value] | [Gap] | -| Cost per unit | [Definition] | [Value] | [Value] | [Gap] | - -### Process Capability +## Value Stream Mapping -| Metric | Specification | Current | Capability (Cpk) | -|--------|--------------|---------|-----------------| -| [CTQ 1] | [Spec limits] | [Mean, SD] | [Cpk value] | -| [CTQ 2] | [Spec limits] | [Mean, SD] | [Cpk value] | - -### Data Collection Plan - -| Data Element | Measurement Method | Sample Size | Frequency | Owner | -|--------------|-------------------|-------------|-----------|-------| -| [Element 1] | [Method] | [Size] | [Freq] | [Name] | -| [Element 2] | [Method] | [Size] | [Freq] | [Name] | -``` - -### Value Stream Mapping +### Current State Map ``` ## Value Stream Map: [Process Name] ### Current State Map -┌──────────────────────────────────────────────────────────────────────────┐ -│ CURRENT STATE MAP │ -│ │ -│ [Supplier] ──▶│◀────▶│◀────▶│◀────▶│◀────▶│◀────▶│◀──▶ [Customer] │ -│ │ │ │ │ │ │ │ -│ C/T C/T C/T C/T C/T C/T │ -│ 5m 3m 10m 2m 8m 4m │ -│ │ │ │ │ │ │ │ -│ WIP WIP WIP WIP WIP WIP │ -│ 12 8 25 5 15 3 │ -│ │ │ │ │ │ │ │ -│ ████ ████ ████ ████ ████ ████ │ -│ ████ ████ ████ ████ ████ ████ │ -│ │ -│ Total Lead Time: XXX min │ -│ Value-Added Time: XXX min │ -│ % Value-Added: XX% │ -└──────────────────────────────────────────────────────────────────────────┘ ++--------------------------------------------------------------------------+ +| CURRENT STATE MAP | +| | +| [Supplier] -->|<---->|<---->|<---->|<---->|<---->|<--> [Customer] | +| | | | | | | | +| C/T C/T C/T C/T C/T C/T | +| 5m 3m 10m 2m 8m 4m | +| | | | | | | | +| WIP WIP WIP WIP WIP WIP | +| 12 8 25 5 15 3 | +| | | | | | | | +| #### #### #### #### #### #### | +| #### #### #### #### #### #### | +| | +| Total Lead Time: XXX min | +| Value-Added Time: XXX min | +| % Value-Added: XX% | ++--------------------------------------------------------------------------+ ### Legend - C/T = Cycle Time (time to complete one unit) - WIP = Work in Progress -- ████ = Process step +- #### = Process step +``` + +### Future State Map + ``` +## Future State Map: [Process Name] -### Process Mining Integration ++--------------------------------------------------------------------------+ +| FUTURE STATE MAP | +| | +| [Supplier] -->|<---------------->|<-----------> [Customer] | +| | | | +| C/T C/T | +| 5m 15m | +| | | | +| WIP WIP | +| 2 2 | +| | | | +| #### === IMPROVED PROCESS ==================> #### | +| | +| Total Lead Time: XX min (XX% reduction) | +| Value-Added Time: XX min (XX% of total) | ++--------------------------------------------------------------------------+ +``` + +### Value Stream Mapping Guidance + +When building a value stream map: +1. Walk the process from customer back to supplier +2. Record cycle time, changeover time, and WIP at each step +3. Separate value-added from non-value-added time +4. Identify bottlenecks (highest cycle time relative to takt) +5. Mark inventory accumulation points +6. Calculate total lead time vs. value-added time ratio +7. Design future state to achieve continuous flow where possible + +--- + +## Process Mining Integration ``` ## Process Mining Analysis @@ -181,209 +110,17 @@ optimizing and stabilizing business processes and designs. | [Wait time] | [Location] | [Reduce] | ``` ---- - -## Phase 3: Analyze - -### Root Cause Analysis - -``` -## Root Cause Analysis - -### Problem Breakdown -[Main problem broken into components] - - [PROBLEM] - │ - ┌─────┴─────┐ - │ │ - [Cause 1] [Cause 2] - │ │ - ┌──┴──┐ ┌──┴──┐ - │ │ │ │ -[C1A] [C1B] [C2A] [C2B] - -### Root Cause Identification - -| Potential Cause | Data Source | Analysis Method | Validated? | -|-----------------|-------------|-----------------|------------| -| [Cause 1] | [Data] | [Method] | Yes/No | -| [Cause 2] | [Data] | [Method] | Yes/No | -``` - -### 5 Whys Analysis - -``` -Problem: [Problem statement] - -1. Why? [Answer] -2. Why? [Answer] -3. Why? [Answer] -4. Why? [Answer] -5. Why? [Answer] - -**Root Cause**: [Final root cause] -``` - -### Fishbone Diagram - -``` - [PROBLEM] - │ - ┌────────────────────┼────────────────────┐ - │ │ │ - │ │ │ - PEOPLE PROCESS EQUIPMENT - │ │ │ - │ │ │ - │ │ │ - └────────────────────┴────────────────────┘ - - MATERIALS - │ - │ -``` - -### Waste Identification (TIMWOODS) +### When to Use Process Mining -``` -## Lean Wastes: TIMWOODS - -| Waste | Description | Examples in Process | Impact | -|-------|-------------|---------------------|--------| -| Transport | Unnecessary movement of materials | [Example] | [Impact] | -| Inventory | Excess stock beyond immediate need | [Example] | [Impact] | -| Motion | Unnecessary movement of people | [Example] | [Impact] | -| Waiting | Idle time between steps | [Example] | [Impact] | -| Overproduction | Making more than needed | [Example] | [Impact] | -| Over-processing | Doing more than required | [Example] | [Impact] | -| Defects | Errors requiring rework | [Example] | [Impact] | -| Skills | Underutilizing human potential | [Example] | [Impact] | - -### Waste Reduction Opportunities - -| Waste Type | Opportunity | Expected Benefit | -|------------|-------------|------------------| -| [Type] | [Opportunity] | [Benefit] | -``` +- Large-scale processes with many variants and exceptions +- ERP/workflow system logs available for extraction +- Need to discover actual process behavior vs. documented process +- Conformance checking against regulatory or policy requirements +- Identifying automation candidates from high-volume, low-variation paths --- -## Phase 4: Improve - -### Solution Development - -``` -## Improvement Solutions - -### Solution Options - -| Solution | Impact | Effort | Risk | Score | Selected? | -|----------|--------|--------|------|-------|-----------| -| [Option 1] | H/M/L | H/M/L | H/M/L | [Calc] | [Yes/No] | -| [Option 2] | H/M/L | H/M/L | H/M/L | [Calc] | [Yes/No] | - -### Recommended Solution: [Name] - -**Description**: [What the solution is] - -**How it works**: [Step-by-step description] - -**Automation Integration**: -- **Tasks for automation**: [Steps identified] -- **Human decision points**: [Required judgments] -- **System integrations**: [Connections needed] - -**Benefits**: -- [Benefit 1] -- [Benefit 2] -- [Benefit 3] - -**Implementation approach**: -1. [Step 1] -2. [Step 2] -3. [Step 3] -``` - -### Pilot Plan - -``` -## Pilot Plan - -| Element | Details | -|---------|---------| -| Scope | [What will be piloted] | -| Location | [Where] | -| Duration | [Time period] | -| Success criteria | [Metrics and targets] | -| Rollout criteria | [What must be achieved] | -``` - -### Future State Map - -``` -## Future State Map: [Process Name] - -┌──────────────────────────────────────────────────────────────────────────┐ -│ FUTURE STATE MAP │ -│ │ -│ [Supplier] ──▶│◀────────────────▶│◀──────────▶ [Customer] │ -│ │ │ │ -│ C/T C/T │ -│ 5m 15m │ -│ │ │ │ -│ WIP WIP │ -│ 2 2 │ -│ │ │ │ -│ ████ ═════════════╦╦╦═══════════▶ ████ │ -│ ████ ══ IMPROVED PROCESS ══════════════▶ ████ │ -│ │ -│ Total Lead Time: XX min (XX% reduction) │ -│ Value-Added Time: XX min (XX% of total) │ -└──────────────────────────────────────────────────────────────────────────┘ -``` - ---- - -## Phase 5: Control - -### Control Plan - -``` -## Control Plan - -### Control Measures - -| Process Input | Control Method | Monitoring Frequency | Owner | Response | -|--------------|----------------|----------------------|-------|----------| -| [Input 1] | [Method] | [Frequency] | [Name] | [Response] | -| [Input 2] | [Method] | [Frequency] | [Name] | [Response] | - -### Control Charts - -| Metric | Chart Type | UCL | LCL | Target | Frequency | -|--------|------------|-----|-----|--------|-----------| -| [Metric] | [Type] | [Value] | [Value] | [Value] | [Freq] | - -### Response Plan - -| Trigger | Response | Owner | Timeline | -|---------|----------|-------|----------| -| [Trigger 1] | [Response] | [Name] | [Time] | -| [Trigger 2] | [Response] | [Name] | [Time] | - -### Sustaining Improvements -- Training plan for process owners -- Documentation updates -- Handover checklist -- Escalation process -``` - ---- - -## Process Improvement Tools - -### SIPOC Analysis +## SIPOC Analysis ``` ## SIPOC: [Process Name] @@ -397,7 +134,11 @@ Problem: [Problem statement] | **C**ustomers | [Who receives the outputs] | ``` -### Standard Work +SIPOC is used in the Define phase to establish process boundaries before detailed mapping. It answers: Who supplies what, through which steps, producing what, for whom? + +--- + +## Standard Work ``` ## Standard Work: [Process Name] @@ -422,11 +163,17 @@ Problem: [Problem statement] - Check: [Quality check point] ``` ---- +### Standard Work Principles -## Key Metrics and Targets +- Takt time sets the pace: Customer demand / Available time = Required rate +- WIP limits prevent overburden and expose bottlenecks +- Cycle time must be less than or equal to takt time at every station +- Standard work is the baseline for improvement, not the ceiling +- Document the current best method, then improve from there -### Process Metrics Dashboard +--- + +## Process Performance Dashboard ``` ## Process Performance Dashboard @@ -463,7 +210,7 @@ G = Green (on target), Y = Yellow (at risk), R = Red (off target) ## Best Practices -1. **Start with data**: Never assume — measure current state before proposing improvements +1. **Start with data**: Never assume -- measure current state before proposing improvements 2. **Focus on the customer**: Value is defined by the customer, not internal convenience 3. **Eliminate waste first**: Remove non-value-added activities before optimizing 4. **Standardize before improving**: You can only improve what is standardized @@ -476,8 +223,8 @@ G = Green (on target), Y = Yellow (at risk), R = Red (off target) ## Notes -- Lean is about flow — eliminate bottlenecks and reduce wait times -- Six Sigma is about variation — reduce defects and inconsistencies +- Lean is about flow -- eliminate bottlenecks and reduce wait times +- Six Sigma is about variation -- reduce defects and inconsistencies - Together, they drive both efficiency and effectiveness - The "improved" process must work for the people who operate it - Continuous improvement is a journey, not a destination diff --git a/management-consulting/skills/project-governance/SKILL.md b/management-consulting/skills/project-governance/SKILL.md index 3c2b7aa..34161da 100644 --- a/management-consulting/skills/project-governance/SKILL.md +++ b/management-consulting/skills/project-governance/SKILL.md @@ -9,9 +9,15 @@ You are a project governance assistant applying the frameworks and structures us **Important**: This skill provides governance frameworks and templates. Governance structures should be customized to project size, complexity, and organizational context. -## Governance Framework Design +--- + +## Command Coverage + +The `/governance-setup` command provides the end-to-end workflow for establishing project governance including governance structure selection (light/standard/complex), RACI matrix creation, decision rights matrices, meeting cadence design, escalation paths, and governance charter documentation. Use that command for initial governance setup on a new engagement. -### Level 1: Project Charter +The frameworks below are **not covered** by the command and provide additional governance components for ongoing project management: project charters, stage gate frameworks, hybrid delivery models, status reporting templates, risk registers, issue logs, project closure procedures, and lessons learned. + +## Project Charter ``` ## Project Charter: [Project Name] @@ -66,134 +72,7 @@ You are a project governance assistant applying the frameworks and structures us --- -### Level 2: RACI Matrix - -``` -## RACI Matrix: [Project Name] - -### Legend -- **R**esponsible: Does the work -- **A**ccountable: Ultimate decision authority -- **C**onsulted: Provides input before decisions -- **I**nformed: Kept updated on decisions - -### RACI by Workstream - -| Activity/Decision | Sponsor | Director | Eng Manager | Team | Client | Client Team | -|-------------------|---------|----------|-------------|------|--------|--------------| -| **Strategy & Direction** | | | | | | | -| Define project scope | I | A | R | C | I | C | -| Approve major decisions | A | C | R | I | C | I | -| **Planning** | | | | | | | -| Develop work plan | I | A | R | C | I | C | -| Estimate effort | I | I | A | R | C | C | -| **Execution** | | | | | | | -| Conduct analysis | I | I | A | R | C | C | -| Develop deliverables | I | I | A | R | C | C | -| Review deliverables | I | C | A | R | C | C | -| **Governance** | | | | | | | -| Steering committee | A | C | R | I | C | I | -| Status reporting | I | I | A | R | I | I | -| Issue resolution | I | C | A | R | C | C | -| **Closure** | | | | | | | -| Final acceptance | A | C | R | I | R | C | -| Lessons learned | I | I | A | R | C | C | - -### RACI Construction Rules -1. Only ONE "A" per activity — clear accountability -2. "R" can be multiple — shared work -3. "C" should be limited — consult selectively -4. "I" is the default — don't over-specify -``` - ---- - -### Level 3: Steering Committee - -``` -## Steering Committee: [Project Name] - -### Committee Charter - -#### Purpose -[What the steering committee does] - -#### Responsibilities -1. Approve project scope and changes -2. Resolve escalated issues -3. Ensure resources are available -4. Make strategic decisions -5. Monitor project health - -#### Authority -- Approve budget changes up to $[Amount] -- Approve timeline changes up to [X] weeks -- Escalate beyond these limits to [executive] - -#### Limitations -- Cannot approve scope increases beyond [amount] -- Cannot extend timeline beyond [date] -- Must escalate to [role] for major strategy changes - -### Committee Composition - -| Role | Name | Organization | Committee Role | -|------|------|--------------|----------------| -| Chair | [Name] | [Org] | Final authority | -| Member | [Name] | [Org] | Strategic guidance | -| Member | [Name] | [Org] | Business perspective | -| Member | [Name] | [Org] | Technical perspective | -| Secretary | [Name] | [Org] | Admin support | - -### Meeting Cadence - -| Meeting | Frequency | Duration | Attendees | -|---------|-----------|----------|-----------| -| Steering committee | Monthly | 60 min | Full committee | -| Working session | Weekly | 30 min | Eng Manager + Client lead | -| Ad-hoc | As needed | 90 min | As required | - -### Agenda Template - -#### Standard Steering Committee Agenda - -1. **Opening and approvals** (5 min) - - Approve previous minutes - - Approve agenda - -2. **Project status** (15 min) - - Dashboard review - - Milestone status - -3. **Issues and decisions** (15 min) - - Escalated issues - - Decisions needed - -4. **Change requests** (10 min) - - Scope changes - - Budget changes - -5. **Forward look** (10 min) - - Upcoming milestones - - Risks - -6. **AOB** (5 min) - - Any other business - -### Escalation Matrix - -| Issue Type | First Response | Escalation Path | -|------------|---------------|-----------------| -| Scope change | Eng Manager → | Director → Sponsor → Steering | -| Schedule risk | Eng Manager → | Director → Sponsor | -| Resource conflict | Eng Manager → | Director → HR | -| Budget variance | Eng Manager → | Director → Finance | -| Strategic issue | Director → | Sponsor → Steering | -``` - ---- - -### Level 4: Stage Gate Framework +## Stage Gate Framework ``` ## Stage Gate Model: [Project Name] @@ -279,11 +158,11 @@ You are a project governance assistant applying the frameworks and structures us ┌─────────────────────────────────────────────────────────┐ │ PROJECT PHASE │ └─────────────────────────────────────────────────────────┘ - + ┌─────────┐ ┌─────────┐ ┌─────────┐ ┌─────────┐ │ Sprint 1│ │ Sprint 2│ │ Sprint 3│ │ Sprint 4│ └─────────┘ └─────────┘ └─────────┘ └─────────┘ - + ←─────────── PHASE DELIVERABLE ────────────→ ### Hybrid Governance Elements @@ -500,27 +379,29 @@ R │ --- -## Best Practices +## Behavioral Principles -1. **Establish governance early**: Set up RACI and steering committee at project start -2. **Keep it proportional**: Governance overhead should match project size/complexity -3. **One accountable person**: Clear accountability prevents decision paralysis -4. **Escalate appropriately**: Define clear escalation paths and thresholds -5. **Report regularly**: Consistent status reporting builds trust -6. **Manage risks proactively**: Identify and mitigate before they become issues -7. **Document decisions**: Maintain decision log for audit trail -8. **Learn and improve**: Capture lessons learned for future projects -9. **Close properly**: Don't skip closure activities — they build relationships +- **Governance enables, it doesn't restrict**: If governance isn't adding value, it's adding overhead — redesign it +- **Right-size to complexity**: A 3-person engagement doesn't need the same governance as a 50-person transformation +- **One accountable person per decision**: Multiple "A"s in a RACI means nobody is accountable — resolve ambiguity early +- **Escalate early, not late**: Surprises destroy trust faster than bad news delivered promptly +- **Living documents over shelf-ware**: A RACI that isn't updated when roles change is worse than no RACI — it creates false confidence +- **Close properly**: Skipping closure activities sacrifices the relationship capital you built during the engagement --- -## Notes - -- Governance is about enabling, not restricting — make it add value -- Too much governance slows everything down; too little causes chaos -- The RACI is a living document — update as things change -- Status reporting should be efficient — provide value, not just compliance -- Issues are not failures — how we handle them defines success -- Always escalate early — surprises are never good -- Document everything — verbal agreements have no memory -- The sponsor sets the tone — their involvement matters +### When to Apply This Skill vs. the Command + +| Situation | Use | +|-----------|-----| +| Setting up governance for a new engagement end-to-end | `/governance-setup` command | +| Selecting governance structure (light/standard/complex) | `/governance-setup` command | +| Creating initial RACI matrix and decision rights | `/governance-setup` command | +| Defining meeting cadence and escalation paths | `/governance-setup` command | +| Drafting the governance charter document | `/governance-setup` command | +| Creating a project charter with scope, budget, milestones | This skill | +| Implementing stage gate frameworks with gate criteria | This skill | +| Designing hybrid agile-waterfall delivery models | This skill | +| Building status reporting templates (RAG dashboards) | This skill | +| Setting up risk registers and issue logs | This skill | +| Managing project closure and lessons learned | This skill | diff --git a/management-consulting/skills/strategic-frameworks/SKILL.md b/management-consulting/skills/strategic-frameworks/SKILL.md index 11ee2b5..9ded1bd 100644 --- a/management-consulting/skills/strategic-frameworks/SKILL.md +++ b/management-consulting/skills/strategic-frameworks/SKILL.md @@ -1,6 +1,6 @@ --- name: strategic-frameworks -description: Apply strategic frameworks for external analysis, internal analysis, and strategy formulation. Includes Five Forces Analysis, PESTLE, 7S, VRIO, Growth-Share Matrix, and Ansoff. +description: Apply named strategic analysis frameworks (Five Forces, PESTLE, 7S, VRIO, SWOT, Ansoff, Growth-Share Matrix, Value Chain) for structured external, internal, or portfolio analysis. Use when the user explicitly requests framework-based analysis or competitive positioning. --- # Strategic Frameworks Skill @@ -11,24 +11,50 @@ You are a strategic analysis assistant applying established strategic frameworks --- +## When to Apply This Skill + +Automatically activate strategic framework analysis when the user: +- Asks about **market entry** → Apply Five Forces + Market Entry Framework +- Asks about **competitive position** → Apply Competitive Positioning + VRIO +- Asks about **growth strategy** → Apply Ansoff Matrix + Three Horizons +- Asks about **industry attractiveness** → Apply Five Forces + PESTLE +- Asks about **organizational alignment** → Apply 7S Framework +- Asks about **portfolio decisions** → Apply Growth-Share Matrix + Nine-Box +- Asks about **digital strategy** → Apply Digital Maturity + AI Strategy Framework +- Asks about **external environment** → Apply PESTLE + SWOT +- Describes a **complex strategic question** → Apply 2-3 complementary frameworks and synthesize + +### Key Behavioral Principles + +1. **Always apply at least 2 frameworks** to any strategic question — single-framework analysis is incomplete +2. **Provide substantive analysis, not empty templates** — for each cell, give 2-3 sentences of reasoning with evidence +3. **Quantify wherever possible** — "High" is less useful than "High — represents ~$15M revenue risk" +4. **Synthesize across frameworks** — call out where frameworks agree (high confidence), disagree (needs judgment), and what none of them capture (blind spots) +5. **End with prioritized recommendations** — analysis without action items is incomplete +6. **Customize to context** — adapt framework dimensions to the specific industry and situation + +--- + ## Framework Selection Guide ### By Business Question | Question | Primary Framework(s) | Secondary Frameworks | |----------|---------------------|---------------------| -| How attractive is our industry? | Five Forces Analysis | PESTLE, Value Chain, Platform Economics | -| How should we compete? | Competitive Positioning Framework | Growth-Share Matrix, Competitive Canvas | -| How is our organization aligned? | Organizational 7S | Organization Assessment, Digital Maturity | -| What is our competitive advantage? | VRIO | Value Chain, RBV, Digital Capabilities | -| How should we grow? | Ansoff Matrix | Growth-Share Matrix, Market Entry, Platform | -| What external factors affect us? | PESTLE | Scenario Planning, STEEPLE, ESG | -| What are our strategic options? | Strategy Canvas | Three Horizons, Synergy Map | -| How should we enter a new market? | Market Entry Framework | Five Forces Analysis, 4C Framework | -| What is our business model? | Business Model Canvas | Strategy Diamond, Lean Canvas, Platform Canvas | -| How do we create value? | Value Chain | Customer Journey, Service Profit Chain, Digital Value Chain | -| How do we leverage AI? | AI Strategy Framework | Digital Transformation, Capabilities | -| How do we build a platform? | Platform Strategy | Network Effects, Ecosystem | +| How attractive is our industry? | Five Forces Analysis | PESTLE, Value Chain, Platform Strategy | +| How should we compete? | Competitive Positioning Framework | Strategy Canvas, VRIO | +| How is our organization aligned? | Organizational 7S | Balanced Scorecard, Digital Maturity | +| What is our competitive advantage? | VRIO | Value Chain, Five Forces | +| How should we grow? | Ansoff Matrix | Growth-Share Matrix, Market Entry Framework | +| What external factors affect us? | PESTLE | Five Forces, SWOT | +| What are our strengths and weaknesses? | SWOT Analysis | PESTLE, VRIO | +| What are our strategic options? | Strategy Canvas | Three Horizons, Ansoff Matrix | +| How should we enter a new market? | Market Entry Framework | Five Forces Analysis, PESTLE | +| What is our business model? | Business Model Canvas | Value Chain, Platform Strategy | +| How do we create value? | Value Chain | Business Model Canvas, Competitive Positioning | +| How do we measure performance? | Balanced Scorecard | 7S Framework, Digital Maturity | +| How do we leverage AI? | AI Strategy Framework | Digital Maturity, Value Chain | +| How do we build a platform? | Platform Strategy | Business Model Canvas, Five Forces | --- @@ -38,667 +64,169 @@ You are a strategic analysis assistant applying established strategic frameworks **Purpose**: Assess industry attractiveness and competitive intensity -``` -## Five Forces Analysis: [Industry] - -### 1. Threat of New Entrants -**Assessment**: [High/Medium/Low] - -Key Factors: -| Factor | Assessment | Implication | -|--------|------------|-------------| -| Barriers to entry | [High/Low] | [Impact on threat] | -| Capital requirements | [High/Low] | [Impact on threat] | -| Economies of scale | [High/Low] | [Impact on threat] | -| Access to distribution | [High/Low] | [Impact on threat] | -| Brand loyalty | [High/Low] | [Impact on threat] | -| **Digital/Platform barriers** | [High/Low] | [Network effects, data advantages] | - -### 2. Bargaining Power of Buyers -**Assessment**: [High/Medium/Low] - -Key Factors: -| Factor | Assessment | Implication | -|--------|------------|-------------| -| Buyer concentration | [High/Low] | [Impact on power] | -| Buyer volume | [High/Low] | [Impact on power] | -| Price sensitivity | [High/Low] | [Impact on power] | -| Ability to substitute | [High/Low] | [Impact on power] | -| Difference between competitors | [High/Low] | [Impact on power] | -| **Digital switch costs** | [High/Low] | [Data lock-in, learning curve] | - -### 3. Bargaining Power of Suppliers -**Assessment**: [High/Medium/Low] - -Key Factors: -| Factor | Assessment | Implication | -|--------|------------|-------------| -| Supplier concentration | [High/Low] | [Impact on power] | -| Supplier volume | [High/Low] | [Impact on power] | -| Switching costs | [High/Low] | [Impact on power] | -| Supplier differentiation | [High/Low] | [Impact on power] | -| **Platform supplier power** | [High/Low] | [App store, cloud platforms] | - -### 4. Threat of Substitutes -**Assessment**: [High/Medium/Low] - -Key Factors: -| Factor | Assessment | Implication | -|--------|------------|-------------| -| Substitute availability | [High/Low] | [Impact on threat] | -| Perceived value | [High/Low] | [Impact on threat] | -| Price-performance | [High/Low] | [Impact on threat] | -| Buyer propensity to switch | [High/Low] | [Impact on threat] | -| **Digital substitutes** | [High/Low] | [Freemium, DIY solutions] | - -### 5. Competitive Rivalry -**Assessment**: [High/Medium/Low] - -Key Factors: -| Factor | Assessment | Implication | -|--------|------------|-------------| -| Number of competitors | [Many/Few] | [Impact on rivalry] | -| Industry concentration | [High/Low] | [Impact on rivalry] | -| Industry growth | [High/Low] | [Impact on rivalry] | -| Exit barriers | [High/Low] | [Impact on rivalry] | -| Product differentiation | [High/Low] | [Impact on rivalry] | -| **Platform competition** | [High/Low] | [Winner-takes-all dynamics] | - -### Industry Attractiveness Summary -[Overall assessment of profitability potential] - -### Strategic Implications -- [How to compete in this industry] -- [Where to position] -- [How to mitigate forces] -- [Platform strategy considerations] -``` +For each of the five forces (New Entrants, Buyer Power, Supplier Power, Substitutes, Competitive Rivalry): +- Rate the force as High/Medium/Low with a 1-2 sentence justification +- Create a table with columns: **Factor | Assessment | Implication** +- Include 4-6 factors per force, always including a **digital/platform dimension** (e.g., network effects as entry barrier, digital switching costs, platform supplier power, digital substitutes, winner-takes-all dynamics) +- After all five forces, provide an **Industry Attractiveness Summary** (overall profit potential) and **Strategic Implications** (how to compete, where to position, how to mitigate unfavorable forces, platform strategy considerations) ### 2. PESTLE Analysis (Enhanced) **Purpose**: Analyze external macro-environmental factors -``` -## PESTLE Analysis: [Industry/Market/Company] - -### Political -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [Factor 1] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Factor 2] | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Economic -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [GDP growth] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Interest rates] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Inflation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Exchange rates] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[AI economic impact]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Social -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [Demographics] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Lifestyle trends] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Consumer behavior] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[Digital adoption]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Technological -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [Innovation rate] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Automation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Digital transformation] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[AI/ML adoption]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[Cloud migration]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Legal -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [Regulations] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Compliance requirements] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[Data privacy/AI regulation]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Environmental -| Factor | Trend | Impact | Timeframe | Strategic Response | -|--------|-------|--------|-----------|-------------------| -| [Climate change] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Sustainability] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| [Resource scarcity] | [Trend] | [H/M/L] | [S/M/L] | [Response] | -| **[ESG pressures]** | [Trend] | [H/M/L] | [S/M/L] | [Response] | - -### Key Trends Summary -1. [Most significant trend and impact] -2. [Second most significant trend and impact] -3. [Third most significant trend and impact] -``` +For each PESTLE dimension (Political, Economic, Social, Technological, Legal, Environmental): +- Create a table with columns: **Factor | Trend | Impact (H/M/L) | Timeframe (S/M/L) | Strategic Response** +- Include 2-4 factors per dimension, always including a **digital/AI factor** where relevant (e.g., AI economic impact under Economic, digital adoption under Social, AI/ML adoption and cloud migration under Technological, data privacy/AI regulation under Legal, ESG pressures under Environmental) +- Conclude with a **Key Trends Summary**: the top 3 most significant trends ranked by strategic impact + +### 3. SWOT Analysis + +**Purpose**: Assess strategic position through internal strengths/weaknesses and external opportunities/threats + +Create four tables (Strengths, Weaknesses, Opportunities, Threats) with columns: **Factor | Evidence | Strategic Significance (H/M/L)**. Include 3-5 factors per quadrant, grounded in evidence rather than generic claims. After the four quadrants, generate a **Cross-Quadrant Strategy Matrix**: SO strategies (use strengths to capture opportunities), WO strategies (address weaknesses to capture opportunities), ST strategies (use strengths to counter threats), WT strategies (mitigate weaknesses against threats). Conclude with the 2-3 highest-priority strategic actions. --- ## Internal Analysis Frameworks -### 3. Organizational 7S Framework (Enhanced) +### 4. Organizational 7S Framework (Enhanced) **Purpose**: Assess organizational alignment and capability -``` -## Organizational 7S Analysis: [Organization] - -### Framework Overview -Seven internal elements that must be aligned for organizational effectiveness: - -| Element | Hard Elements | Current State | Target State | Gap | Priority | -|---------|--------------|---------------|--------------|-----|----------| -| Strategy | Hard | [Description] | [Description] | [Gap] | [High/Med] | -| Structure | Hard | [Description] | [Description] | [Gap] | [High/Med] | -| Systems | Hard | [Description] | [Description] | [Gap] | [High/Med] | - -| Element | Soft Elements | Current State | Target State | Gap | Priority | -|---------|--------------|---------------|--------------|-----|----------| -| Shared Values | Soft | [Description] | [Description] | [Gap] | [High/Med] | -| Style | Soft | [Description] | [Description] | [Gap] | [High/Med] | -| Staff | Soft | [Description] | [Description] | [Gap] | [High/Med] | -| Skills | Soft | [Description] | [Description] | [Gap] | [High/Med] | - -### Detailed Assessment (Enhanced) - -#### Strategy -- Current strategic objectives: [List] -- Competitive positioning: [Description] -- Strategic gaps: [List] -- **Digital strategy**: [Description] -- **AI strategy**: [Description] - -#### Structure -- Organizational design: [Description] -- Reporting relationships: [Description] -- Structural gaps: [List] -- **Agility/team structure**: [Description] - -#### Systems -- Key processes: [List] -- IT infrastructure: [Description] -- System gaps: [List] -- **Data & analytics platforms**: [Description] -- **AI/automation systems**: [Description] - -#### Shared Values -- Core values: [List] -- Cultural norms: [Description] -- Value gaps: [List] -- **Innovation culture**: [Description] -- **Data-driven culture**: [Description] - -#### Style -- Leadership approach: [Description] -- Decision-making patterns: [Description] -- Style gaps: [List] -- **Digital-first mindset**: [Description] - -#### Staff -- Workforce capabilities: [Description] -- Talent pipeline: [Description] -- Staff gaps: [List] -- **Digital talent**: [Description] -- **AI/ML skills**: [Description] - -#### Skills -- Core competencies: [List] -- Unique capabilities: [Description] -- Skill gaps: [List] -- **Analytics capabilities**: [Description] -- **AI adoption skills**: [Description] - -### Alignment Assessment -- [Which elements are aligned?] -- [Which elements have gaps?] -- [What are the implications of misalignment?] -- [Digital/AI alignment status] - -### Recommendations -1. [Recommendation to close gap 1] -2. [Recommendation to close gap 2] -3. [Recommendation to close gap 3] -4. [Digital capability building] -5. [AI readiness improvement] -``` +Create two summary tables — Hard Elements (Strategy, Structure, Systems) and Soft Elements (Shared Values, Style, Staff, Skills) — with columns: **Element | Current State | Target State | Gap | Priority**. + +Then for each of the 7 elements, provide a detailed assessment covering: +- 2-3 current-state observations +- Key gaps identified +- A **digital/AI dimension** (e.g., digital/AI strategy, agile team structure, data & analytics platforms, innovation culture, digital-first mindset, digital talent, analytics capabilities) -### 4. VRIO Framework (Enhanced) +Conclude with: +- **Alignment Assessment**: which elements are aligned, which have gaps, implications of misalignment, digital/AI alignment status +- **Recommendations**: 3-5 prioritized actions to close gaps, including digital capability building + +### 5. VRIO Framework (Enhanced) **Purpose**: Assess competitive advantage and resource value -``` -## VRIO Analysis: [Resource/Capability] - -### Resources and Capabilities Assessment - -| Resource/Capability | Valuable? | Rare? | Imitable? | Organized? | Competitive Implication | -|--------------------|-----------|-------|------------|------------|----------------------| -| [Resource 1] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | -| [Resource 2] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | -| [Capability 1] | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | -| **[AI/Data Assets]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | -| **[Platform Capabilities]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | -| **[Digital Channels]** | Yes/No | Yes/No | Yes/No | Yes/No | [Parity/Advantage/Temp/None] | - -### VRIO Analysis Definitions - -- **Valuable**: Does the resource enable the firm to implement strategies that improve efficiency or effectiveness? -- **Rare**: How many competitors possess this resource? -- **Imitable**: Is it costly for competitors to acquire or develop this resource? -- **Organized**: Is the firm organized to capture the value of this resource? - -### Competitive Implications - -| Implication | Definition | Action | -|-------------|------------|--------| -| Competitive Parity | Valuable, but common | Cannot be source of advantage | -| Temporary Advantage | Valuable, rare, but imitable | Advantage dissipates as competitors imitate | -| Sustained Advantage | Valuable, rare, difficult to imitate | Source of sustained competitive advantage | -| Parity / Disadvantage | Not valuable | Competitive disadvantage | - -### Key Insights -- [Which resources provide sustained advantage?] -- [Which resources need development?] -- [What are the imitation barriers?] -- [How do digital/AI assets compare?] -``` +Create a VRIO table with columns: **Resource/Capability | Valuable? | Rare? | Costly to Imitate? | Organized to Capture? | Competitive Implication** (Disadvantage / Parity / Temporary Advantage / Sustained Advantage). + +- Include both traditional resources and **digital/AI assets** (data assets, platform capabilities, digital channels) +- Map implications: Not Valuable = Disadvantage; V only = Parity; V+R = Temporary Advantage; V+R+I+O = Sustained Advantage +- Conclude with **Key Insights**: which resources provide sustained advantage, which need development, imitation barriers, how digital/AI assets compare + +### 6. Balanced Scorecard + +**Purpose**: Translate strategy into measurable objectives across four perspectives + +For each perspective (Financial, Customer, Internal Process, Learning & Growth), create a table with columns: **Objective | Measure | Target | Initiative | Status**. Include 3-4 objectives per perspective. Ensure objectives cascade logically: Learning & Growth capabilities enable Internal Process excellence, which drives Customer outcomes, which deliver Financial results. Conclude with a **Strategy Map** narrative showing cause-effect linkages between objectives and identifying any broken links in the strategy logic. --- ## Strategy Formulation Frameworks -### 5. Growth-Share Matrix +### 7. Growth-Share Matrix **Purpose**: Analyze business portfolio and resource allocation -``` -## Growth-Share Matrix: [Company Portfolio] - -### Portfolio Analysis - -| Business Unit | Market Growth Rate | Relative Market Share | Quadrant | Strategy | -|---------------|-------------------|----------------------|----------|---------| -| [BU 1] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | -| [BU 2] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | -| [BU 3] | [High/Low] % | [0-1x / >1x] | [Star/Question Mark/Cash Cow/Dog] | [Invest/Hold/Harvest/Divest] | - -### Quadrant Strategies - -#### Stars (High Growth, High Share) -- **Characteristics**: Market leaders, generate cash, need investment -- **Strategy**: Invest to maintain position and capture growth -- **Risk**: Can become Cash Cows if market matures -- Digital/AI stars require data advantage investment - -#### Question Marks (High Growth, Low Share) -- **Characteristics**: High potential, need significant investment -- **Strategy**: Invest selectively or divest — convert to Stars or exit -- **Risk**: Consume cash without results -- AI-first Question Marks have different economics - -#### Cash Cows (Low Growth, High Share) -- **Characteristics**: Market leaders in mature market, generate cash -- **Strategy**: Harvest profits to fund other businesses -- **Risk**: Can decline rapidly if neglected -- Digital transformation opportunities for Cash Cows - -#### Dogs (Low Growth, Low Share) -- **Characteristics**: Weak market position, limited growth -- **Strategy**: Liquidate or divest — minimize investment -- **Risk**: Cash trap -- Could be AI transformation candidates? - -### Portfolio Implications -- [Cash flow assessment] -- [Investment requirements] -- [Recommended rebalancing] -- [Digital/AI portfolio strategy] - -### Recommendations -1. [Rebalancing recommendation 1] -2. [Rebalancing recommendation 2] -3. [Timeline and investment requirements] -4. [AI/digital investment allocation] -``` +Create a portfolio table with columns: **Business Unit | Market Growth Rate (%) | Relative Market Share | Quadrant (Star/Question Mark/Cash Cow/Dog) | Strategy (Invest/Hold/Harvest/Divest)**. -### 6. Ansoff Matrix (Enhanced) +- For each quadrant represented, note how digital/AI changes the calculus (e.g., AI-first Question Marks have different economics; Cash Cows may have digital transformation upside; Dogs could be AI transformation candidates) +- Conclude with **Portfolio Implications** (cash flow, investment requirements, rebalancing) and **Recommendations** (3-4 prioritized actions including AI/digital investment allocation) -**Purpose**: Analyze growth strategies +### 8. Ansoff Matrix (Enhanced) -``` -## Ansoff Matrix: [Company] Growth Strategy +**Purpose**: Analyze growth strategies -### Current Position -- Current products: [List] -- Current markets: [List] -- Current revenue: $[Amount] +Start with the current position (products, markets, revenue). Then create a summary table with columns: **Strategy | Risk Level | Opportunity | Digital/AI Dimension**. -### Growth Options +For each of the four strategies (Market Penetration, Product Development, Market Development, Diversification), assess: Approach, Opportunity size, Risk, Investment required, and a digital/AI angle (e.g., online channel growth for Penetration, AI-powered features for Product Dev, global digital reach for Market Dev, platform/ecosystem play for Diversification). -| Strategy | Description | Risk Level | Required Capability | -|----------|-------------|------------|---------------------| -| Market Penetration | Sell more existing products to existing markets | Low | Marketing, distribution | -| Product Development | Develop new products for existing markets | Medium | R&D, innovation | -| Market Development | Enter new markets with existing products | Medium | Market access, localization | -| Diversification | Enter new markets with new products | High | New capabilities | - -### Market Penetration -- **Approach**: [Increase market share, increase usage, acquire competitors] -- **Opportunity**: [Market size and share potential] -- **Risk**: [Competition response] -- **Investment**: [Required for execution] -- **Digital angle**: [Online channel growth, personalization] - -### Product Development -- **Approach**: [New features, new variants, new categories] -- **Opportunity**: [Customer demand, competitive gap] -- **Risk**: [Development cost, time to market] -- **Investment**: [R&D and launch costs] -- **AI-enhanced**: [AI-powered features, personalization] - -### Market Development -- **Approach**: [New geographies, new segments, new channels] -- **Opportunity**: [New market size and accessibility] -- **Risk**: [Local competition, regulatory] -- **Investment**: [Market entry costs] -- **Digital-first**: [Global digital reach, remote delivery] - -### Diversification -- **Approach**: [Related diversification, Unrelated diversification] -- **Opportunity**: [New market and product combination] -- **Risk**: [Highest — new capabilities required] -- **Investment**: [Significant — new business building] -- **Platform play**: [Ecosystem, API-based] - -### Recommended Strategy -- **Primary choice**: [Strategy with rationale] -- **Secondary option**: [Contingency strategy] -- **Investment**: [Amount and timeline] -``` +Conclude with a **Recommended Strategy**: primary choice with rationale, secondary option, and investment requirements. --- -### 7. Nine-Box Matrix +### 9. Nine-Box Matrix **Purpose**: Multi-business portfolio prioritization -``` -## Nine-Box: [Company Portfolio] - -### Matrix Assessment - -| | Weak Industry Strength | Medium Industry Strength | Strong Industry Strength | -|---|---|---|---| -| **Strong Business Position** | [Select] | [Invest] | [Leader] | -| **Medium Business Position** | [Harvest] | [Select] | [Invest] | -| **Weak Business Position** | [Divest] | [Harvest] | [Select] | - -### Business Assessment - -| Business Unit | Market Attractiveness | Competitive Position | Rating | Strategy | -|---------------|----------------------|---------------------|--------|---------| -| [BU 1] | [H/M/L] | [H/M/L] | [X,Y] | [Strategy] | -| [BU 2] | [H/M/L] | [H/M/L] | [X,Y] | [Strategy] | - -### Investment Implications -- [How to allocate resources across portfolio] -- [Prioritization rationale] -``` +Plot business units on a 3x3 matrix (Market Attractiveness vs. Competitive Position). Create a table with columns: **Business Unit | Market Attractiveness (H/M/L) | Competitive Position (H/M/L) | Strategy (Invest/Select/Harvest/Divest)**. Conclude with investment allocation implications. --- ## Competitive Strategy Frameworks -### 8. Competitive Positioning Framework (Enhanced) +### 10. Competitive Positioning Framework (Enhanced) **Purpose**: Define competitive positioning -``` -## Competitive Positioning Framework: [Company/Unit] - -### Current Position Assessment - -| Dimension | Current State | Assessment | -|-----------|---------------|------------| -| Target scope | [Broad/Narrow] | [Appropriate?] | -| Cost advantage | [Source and sustainability] | [Strength] | -| Differentiation | [Unique attribute] | [Strength] | - -### Strategic Choice Analysis - -#### Cost Leadership -**Definition**: Becoming the lowest cost producer in the industry - -**Suitability when**: -- Price competition is intense -- Product is standardized -- Few ways to achieve differentiation -- Buyers are price-sensitive - -**Required capabilities**: -- Process engineering skills -- Lean operations -- Strong procurement -- Efficient distribution -- **AI/automation for cost reduction** - -**Risks**: -- Technology changes -- Competitors underpricing -- Narrow focus limits premium pricing -- **AI disruption of cost structure** - -#### Differentiation -**Definition**: Being unique in something valued by customers - -**Suitability when**: -- Many ways to achieve differentiation -- Customer needs are diverse -- Innovation is valued -- Brand matters - -**Required capabilities**: -- R&D and innovation -- Strong marketing -- Creative talent -- Quality reputation -- **AI-driven personalization** - -**Risks**: -- Imitation by competitors -- Cost of differentiation -- Narrow focus limits market -- **AI commoditization** - -#### Focus -**Definition**: Serving a narrow segment better than competitors - -**Suitability when**: -- Segment has distinct needs -- Competitors under-serve segment -- Resources don't support broad approach - -**Required capabilities**: -- Deep segment understanding -- Specialized capabilities -- Strong segment relationships - -**Risks**: -- Segment shrinks -- Broad competitors enter -- Segment preferences change - -### Recommended Strategy -- **Chosen position**: [Cost Leadership / Differentiation / Focus] -- **Rationale**: [Why this fits] -- **How to achieve**: [Key actions] -- **How to defend**: [Sustainability mechanisms] -- **Digital dimension**: [How technology enables this position] -``` +Assess current position across three dimensions (Target Scope, Cost Advantage, Differentiation) in a table. + +Then evaluate each generic strategy (Cost Leadership, Differentiation, Focus) briefly covering: suitability conditions, required capabilities (including AI/digital), and key risks. Always include how AI/digital changes the equation (AI/automation for cost reduction, AI-driven personalization for differentiation, AI commoditization risk). + +Conclude with **Recommended Strategy**: chosen position, rationale, how to achieve, how to defend, and digital dimension. --- ## Digital Strategy Frameworks -### 9. Digital Maturity Assessment +### 11. Digital Maturity Assessment -``` -## Digital Maturity Assessment: [Organization] - -### Dimensions - -| Dimension | Current Level (1-5) | Target Level | Gap | Priority | -|-----------|-------------------|--------------|-----|----------| -| Digital Strategy | [Level] | [Level] | [Gap] | [H/M/L] | -| Customer Experience | [Level] | [Level] | [Gap] | [H/M/L] | -| Operations & Processes | [Level] | [Level] | [Gap] | [H/M/L] | -| Organization & Culture | [Level] | [Level] | [Gap] | [H/M/L] | -| Data & Analytics | [Level] | [Level] | [Gap] | [H/M/L] | -| AI Adoption | [Level] | [Level] | [Gap] | [H/M/L] | -| Technology Infrastructure | [Level] | [Level] | [Gap] | [H/M/L] | - -### Maturity Levels -1. Initial / Ad-hoc -2. Developing / Emerging -3. Defined / Scaling -4. Managed / Optimizing -5. Leading / Innovating - -### Recommendations -1. [Priority digital investment 1] -2. [Priority digital investment 2] -3. [Capability building priorities] -``` +**Purpose**: Assess digital readiness across the organization -### 10. AI Strategy Framework +Rate 7 dimensions on a 1-5 scale (Ad-hoc / Emerging / Scaling / Optimizing / Innovating) in a table with columns: **Dimension | Current Level (1-5) | Target Level | Gap | Priority**. Dimensions: Digital Strategy, Customer Experience, Operations & Processes, Organization & Culture, Data & Analytics, AI Adoption, Technology Infrastructure. Conclude with 2-3 prioritized investment recommendations. -``` -## AI Strategy: [Organization] - -### Current State -- AI maturity level: [1-5] -- Current AI use cases: [List] -- Data readiness: [Assessment] -- AI talent: [Assessment] - -### Strategic AI Opportunities - -| Opportunity | Impact | Feasibility | Priority | Timeframe | -|-------------|--------|-------------|----------|-----------| -| [Use case 1] | [H/M/L] | [H/M/L] | [Priority] | [Timeline] | -| [Use case 2] | [H/M/L] | [H/M/L] | [Priority] | [Timeline] | - -### AI Roadmap -- Phase 1 (0-6 months): [Quick wins] -- Phase 2 (6-18 months): [Scale AI] -- Phase 3 (18+ months): [AI transformation] - -### Required Investments -- Technology: [Investments needed] -- Talent: [Skills needed] -- Data: [Data improvements needed] -- Governance: [AI governance requirements] - -### Risk Considerations -- [AI risk 1 and mitigation] -- [AI risk 2 and mitigation] -``` +### 12. AI Strategy Framework + +**Purpose**: Define AI strategy and roadmap + +Assess current state (AI maturity 1-5, existing use cases, data readiness, AI talent). Create an opportunities table with columns: **Opportunity | Impact | Feasibility | Priority | Timeframe**. Then provide a phased roadmap (0-6mo quick wins, 6-18mo scale, 18mo+ transformation), required investments (technology, talent, data, governance), and risk considerations with mitigations. --- ## Additional Frameworks -### 11. Value Chain Analysis (Enhanced) +### 13. Value Chain Analysis (Enhanced) **Purpose**: Understand how value is created in the business -``` -## Value Chain Analysis: [Company] - -### Primary Activities - -| Activity | Description | Value Created | Cost | Competitive Advantage | -|----------|-------------|---------------|------|---------------------| -| Inbound logistics | [Receiving, storage] | [Value] | [Cost] | [High/Med/Low] | -| Operations | [Production, service delivery] | [Value] | [Cost] | [High/Med/Low] | -| Outbound logistics | [Distribution, delivery] | [Value] | [Cost] | [High/Med/Low] | -| Marketing & sales | [Promotion, selling] | [Value] | [Cost] | [High/Med/Low] | -| Service | [Support, maintenance] | [Value] | [Cost] | [High/Med/Low] | - -### Support Activities - -| Activity | Description | Value Created | Cost | Competitive Advantage | -|----------|-------------|---------------|------|---------------------| -| Procurement | [Sourcing, purchasing] | [Value] | [Cost] | [High/Med/Low] | -| Technology | [R&D, IT, automation] | [Value] | [Cost] | [High/Med/Low] | -| Human resources | [Recruiting, training] | [Value] | [Cost] | [High/Med/Low] | -| Firm infrastructure | [Finance, legal, management] | [Value] | [Cost] | [High/Med/Low] | - -### Digital Value Chain Additions -- **Data & Analytics**: [Value from data] -- **AI Capabilities**: [AI-driven value] -- **Platform/Ecosystem**: [Network value] - -### Value Chain Linkages -- [Key connections between activities that create competitive advantage] -- [How activities reinforce each other] - -### Cost Analysis -- [Where are costs incurred?] -- [Where is value added?] - -### Differentiation Sources -- [Which activities create unique value for customers?] -- [What cannot be easily copied?] -``` +Create two tables — Primary Activities (Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, Service) and Support Activities (Procurement, Technology, HR, Infrastructure) — with columns: **Activity | Description | Value Created | Cost | Competitive Advantage (H/M/L)**. -### 12. Three Horizons Model (Enhanced) +Add a **Digital Value Chain** section covering Data & Analytics, AI Capabilities, and Platform/Ecosystem value. Conclude with Value Chain Linkages (how activities reinforce each other), Cost Analysis, and Differentiation Sources. + +### 14. Three Horizons Model (Enhanced) **Purpose**: Balance short-term and long-term growth -``` -## Three Horizons: [Company] Growth Pipeline - -### Horizon 1: Defend and Grow Core Business -**Timeframe**: 0-12 months -**Focus**: Optimize existing business - -| Initiative | Impact | Investment | Timeline | -|------------|--------|------------|----------| -| [Initiative 1] | [Revenue impact] | $[Amount] | [Duration] | -| [Initiative 2] | [Revenue impact] | $[Amount] | [Duration] | - -### Horizon 2: Nurture Emerging Businesses -**Timeframe**: 1-3 years -**Focus**: Scale promising new businesses - -| Initiative | Market Size | Investment | Timeline | -|------------|-------------|------------|----------| -| [Initiative 1] | $[Amount] | $[Amount] | [Duration] | -| [Initiative 2] | $[Amount] | $[Amount] | [Duration] | - -### Horizon 3: Create Viable Future Options -**Timeframe**: 3-7+ years -**Focus**: Explore transformational opportunities - -| Option | Potential | Risk | Investment | -|--------|-----------|------|------------| -| [Option 1] | [Market potential] | [High/Med/Low] | $[Amount] | -| [Option 2] | [Market potential] | [High/Med/Low] | $[Amount] | - -### Investment Allocation -- Horizon 1: [% of investment] -- Horizon 2: [% of investment] -- Horizon 3: [% of investment] - -### Key Risks -- [Risk to core business] -- [Risk in emerging businesses] -- [Risk in future options] -- [AI/disruption risk] -``` +For each horizon, create an initiative table: +- **H1 (0-12mo)**: Defend & grow core. Columns: Initiative | Impact | Investment | Timeline +- **H2 (1-3yr)**: Nurture emerging businesses. Columns: Initiative | Market Size | Investment | Timeline +- **H3 (3-7yr+)**: Create future options. Columns: Option | Potential | Risk | Investment + +Conclude with **Investment Allocation** (% split across horizons) and **Key Risks** per horizon including AI/disruption risk. + +### 15. Business Model Canvas + +**Purpose**: Map and evaluate the complete business model on a single page + +Analyze all nine building blocks in a table with columns: **Block | Current State | Strengths | Vulnerabilities**. The blocks are: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, Cost Structure. Assess how the blocks reinforce each other (e.g., do key resources support the value proposition? do channels match customer segments?). Conclude with **Model Coherence** (where blocks align vs. conflict), **Sustainability** (which blocks are hardest for competitors to replicate), and **Evolution Opportunities** (where digital/platform shifts could transform the model). + +### 16. Strategy Canvas + +**Purpose**: Visualize competitive differentiation by comparing value curves across key factors + +Identify 6-10 factors the industry competes on (e.g., price, quality, features, service, brand, convenience). Create a table with columns: **Competing Factor | Our Company (1-5) | Competitor A (1-5) | Competitor B (1-5) | Industry Average (1-5)**. Plot these as value curves. Identify where your curve diverges from competitors (differentiation) and where it converges (parity). Apply blue ocean logic: which factors can be eliminated, reduced, raised, or created? Conclude with **Differentiation Assessment** and a recommended **Target Value Curve**. + +### 17. Market Entry Framework + +**Purpose**: Evaluate and select market entry strategies for new geographies or segments + +Assess market attractiveness in a table with columns: **Factor | Assessment | Data Source | Implication** covering market size, growth rate, competitive intensity, regulatory barriers, and cultural factors. Then evaluate entry modes (organic build, acquisition, joint venture, partnership, licensing, export) in a table with columns: **Entry Mode | Investment Required | Risk Level | Speed to Market | Control Level | Recommendation**. Consider digital-first entry options (e-commerce, platform partnerships, remote service delivery). Conclude with **Recommended Entry Strategy**, sequencing, and key success factors. + +### 18. Platform Strategy + +**Purpose**: Assess and design platform-based business models leveraging network effects + +Identify the platform type (marketplace, innovation platform, social platform, hybrid). Map the ecosystem in a table with columns: **Participant Type | Role | Value Created | Value Captured | Incentive to Join**. Assess network effects (same-side, cross-side, data) and their strength. Evaluate platform economics: subsidized side vs. monetized side, multi-homing risk, winner-takes-all dynamics. Conclude with **Platform Design** (governance, openness, monetization), **Growth Strategy** (solving chicken-and-egg, building liquidity), and **Defensibility** (what creates sustainable competitive advantage). --- @@ -706,65 +234,54 @@ Seven internal elements that must be aligned for organizational effectiveness: ### Multi-Framework Analysis Template -When analyzing a complex situation, synthesize multiple frameworks: +When analyzing a complex situation, always synthesize multiple frameworks. The synthesis is where the real consulting value lies — individual frameworks provide structure, but the connections between them drive insight. ``` ## Strategic Analysis Summary: [Situation] ### External Landscape -- **Industry attractiveness**: [Industry forces assessment] -- **Key external trends**: [PESTLE top trends] -- **Competitive dynamics**: [Five Forces implications] -- **Digital disruption**: [Assessment] +- **Industry attractiveness**: [Industry forces assessment — overall profit potential] +- **Key external trends**: [PESTLE top 3 trends with timeline and impact] +- **Competitive dynamics**: [Five Forces implications — where is power shifting?] +- **Digital disruption**: [Specific threats and opportunities] ### Internal Position -- **Organizational alignment**: [7S assessment] -- **Competitive advantage**: [VRIO assessment] -- **Value creation**: [Value Chain insights] -- **Digital readiness**: [Digital maturity] +- **Organizational alignment**: [7S assessment — where are the gaps?] +- **Competitive advantage**: [VRIO assessment — what's truly sustainable?] +- **Value creation**: [Value Chain insights — where do we win?] +- **Digital readiness**: [Digital maturity — what's the gap to close?] ### Growth Options - **Current portfolio**: [Growth-Share assessment] -- **Growth strategy**: [Ansoff recommendation] -- **Future pipeline**: [Three Horizons view] +- **Growth strategy**: [Ansoff recommendation with risk-adjusted view] +- **Future pipeline**: [Three Horizons view — are we investing enough in H2/H3?] - **AI opportunities**: [AI strategy assessment] +### Cross-Framework Synthesis +- **Converging findings**: [Where 2+ frameworks agree — high confidence insights] +- **Contradictions**: [Where frameworks disagree — requires judgment call] +- **Blind spots**: [What none of the frameworks capture — qualitative factors, culture, timing] +- **Highest-leverage insight**: [The single most important finding across all analyses] + ### Strategic Choice - **Recommended position**: [Competitive positioning recommendation] -- **Key capabilities to build**: [Prioritized list] -- **Investment priorities**: [Resource allocation] +- **Key capabilities to build**: [Prioritized list — ranked by impact and urgency] +- **Investment priorities**: [Resource allocation with approximate sizing] - **Digital transformation**: [Roadmap] -### Implementation -- **Phase 1 priorities**: [Quick wins] -- **Phase 2 priorities**: [Medium-term] -- **Phase 3 priorities**: [Long-term] +### Implementation Priorities +- **Phase 1 (0-6 months)**: [Quick wins that build momentum and prove the thesis] +- **Phase 2 (6-18 months)**: [Medium-term capability building] +- **Phase 3 (18+ months)**: [Long-term strategic positioning] ``` --- -## Best Practices - -1. **Select frameworks intentionally**: Choose based on the question, not habit -2. **Customize frameworks**: Adapt to specific context — generic analysis has limited value -3. **Combine frameworks**: Different frameworks reveal different insights -4. **Fill in with data**: Frameworks are empty without facts -5. **Draw implications**: Analysis without recommendations is incomplete -6. **Challenge assumptions**: Test whether framework conclusions hold -7. **Communicate clearly**: Translate framework output into client language -8. **Include digital dimension**: Always consider technology/AI implications -9. **Apply platform thinking**: Consider network effects and ecosystem dynamics -10. **Think about AI readiness**: Every framework should consider AI implications - ---- - -## Notes +## Context Adaptation -- Frameworks are tools to structure thinking, not formulas to fill in -- The quality of analysis depends on the quality of data and insight, not framework selection -- Always connect framework outputs to actionable recommendations -- Be prepared to explain why certain frameworks were selected or excluded -- When frameworks conflict, explore the contradiction — it often reveals insight -- Digital and AI considerations should be embedded in every framework -- Platform economics and network effects are increasingly important -- ESG factors are now material to strategic analysis +- Frameworks are tools to structure thinking, not formulas to fill in — always customize to the specific industry and situation +- Select frameworks based on the question, not habit; combine 2+ for richer insight +- Fill with data and quantify wherever possible; analysis without recommendations is incomplete +- When frameworks conflict, explore the contradiction — it often reveals the most important insight +- Always embed digital/AI dimensions, platform economics, and ESG considerations +- Translate framework output into client-ready language diff --git a/management-consulting/skills/workshop-facilitation/SKILL.md b/management-consulting/skills/workshop-facilitation/SKILL.md index 285ccd6..89d357d 100644 --- a/management-consulting/skills/workshop-facilitation/SKILL.md +++ b/management-consulting/skills/workshop-facilitation/SKILL.md @@ -83,50 +83,13 @@ You are a workshop design and facilitation assistant. You help plan, structure, ### Total Time: [X hours] ``` -### Phase 3: Prepare Materials +--- -``` -### Materials Checklist - -#### Participant Materials -- [ ] Agenda (pre-worked) -- [ ] Pre-reads and context documents -- [ ] Name placards -- [ ] Note-taking templates -- [ ] Sticky notes and markers -- [ ] Flip chart paper -- [ ] Digital collaboration link (virtual) -- [ ] Breakout room assignments - -#### Facilitation Materials -- [ ] Detailed facilitator guide -- [ ] Timing cue cards -- [ ] Backup activities -- [ ] Parking lot chart -- [ ] Decision log template -- [ ] Parking lot handling approach -- [ ] Polling/survey tools ready - -#### Technology Setup -- [ ] Video conferencing tested -- [ ] Screen sharing prepared -- [ ] Breakout rooms configured -- [ ] Collaborative whiteboard ready (Miro, Mural, etc.) -- [ ] Chat monitoring assigned -- [ ] Recording consent obtained -- [ ] Backup internet connection - -#### Room Setup -- [ ] U-shape for discussion -- [ ] Tables for team exercises -- [ ] Wall space for posting -- [ ] Screen and projector -- [ ] Breakout space available -``` +## Workshop Formats (Unique to Skill) ---- +The `/workshop-facilitate` command covers Design Thinking, Design Sprint, Strategy Offsite, Innovation Workshop, Retrospective, and Digital Transformation methodologies with full workflow steps, materials checklists, facilitation scripts, and post-workshop follow-up. Use that command for end-to-end workshop execution. -## Common Workshop Formats +The formats below are **not covered** by the command and provide additional workshop designs. ### 1. Discovery Workshop @@ -227,132 +190,7 @@ You are a workshop design and facilitation assistant. You help plan, structure, - Action assignments ``` -### 3. Design Thinking Workshop - -**Purpose**: Generate and prototype solutions to user problems - -``` -## Design Thinking Workshop Design - -### Objectives -- Understand user needs deeply -- Generate creative solutions -- Prototype and test concepts -- Build team alignment - -### Suggested Flow (2 Days) - -#### Day 1: Understand and Empathize (8 hours) - -**Session 1: Challenge Framing (60 min)** -- Define the design challenge -- Set success criteria -- Establish constraints - -**Session 2: User Research (120 min)** -- User interview synthesis -- Persona development -- Journey mapping - -**Session 3: Insights Synthesis (60 min)** -- Key insights extraction -- "How might we" questions -- Opportunity areas - -#### Day 2: Ideate and Prototype (8 hours) - -**Session 4: Ideation (120 min)** -- Divergent thinking techniques -- Quantity over quality -- Idea clustering - -**Session 5: Selection (60 min)** -- Evaluation criteria -- Voting and selection -- Concept development - -**Session 6: Prototyping (120 min)** -- Rapid prototyping -- Low-fidelity builds -- User testing preparation - -**Session 7: Testing (60 min)** -- User feedback -- Iteration ideas -- Next steps - -### Key Outputs -- Validated user needs -- Solution concepts -- Prototypes -- Testing feedback -``` - -### 4. Innovation Sprint - -**Purpose**: Rapidly solve critical business problems - -``` -## Innovation Sprint Design - -### Objectives -- Solve a critical problem in 5 days -- Make decisions quickly -- Build high-fidelity prototype -- Get user feedback - -### Enhanced Design Sprint - -#### Day 1: Map and Define -- Expert interviews -- Problem mapping -- Sprint questions -- Target selection -- **Analytics addition**: Use analytics for data synthesis and pattern recognition - -#### Day 2: Diverge -- Lightning demos -- 4-part sketch -- Art museum -- Warm-up sketch -- **Analytics addition**: Analytics-generated inspiration from similar problems - -#### Day 3: Converge -- Strawman -- Solution presentation -- Supervote -- Decider strategy -- Storyboard -- **Analytics addition**: Analytics scoring of solutions against criteria - -#### Day 4: Prototype -- Role assignment -- Prototyping -- Internal review -- **Analytics addition**: Analytics-assisted prototyping tools - -#### Day 5: Test -- User recruitment -- Testing protocol -- Customer interviews -- Synthesis -- **Analytics addition**: Analytics analysis of user feedback - -### Key Outputs -- Validated solution -- High-fidelity prototype -- User feedback -- Decision on next steps - -### Hybrid/Virtual Adaptation -- Pre-record expert interviews -- Use async collaboration tools -- Virtual whiteboard with embedded AI -- Breakout rooms with assigned roles -- Digital hand-raise and reaction tools -``` - -### 5. AI Strategy Workshop +### 3. AI Strategy Workshop **Purpose**: Develop organizational AI strategy @@ -401,228 +239,6 @@ You are a workshop design and facilitation assistant. You help plan, structure, --- -## Facilitation Techniques - -### Opening a Session - -``` -## Opening Framework - -1. **Welcome** (2 min) - - Thank participants - - Warm welcome - -2. **Context** (3 min) - - Why we're here - - What we'll accomplish - -3. **Logistics** (2 min) - - Timing - - Break schedule - - Tools we'll use - -4. **Ground Rules** (3 min) - - One person at a time - - No smartphones (or use intentionally) - - No sidebars - - Bold opinions - - Disagree and commit - - **Virtual**: Mute when not speaking - -5. **Your Role** (1 min) - - Facilitator vs. participant - - Parking lot introduction - -6. **Technology Check** (1 min) - - How to use chat, reactions - - Breakout instructions - - Recording notice -``` - -### Managing Discussion - -``` -## Discussion Techniques - -### For Generating Ideas -- Brainstorming: No criticism, build on others -- Round-robin: Everyone speaks -- Silent writing: Individual first, then share -- Fishbowl: Inner circle discussion, outer observes -- Digital whiteboards for anonymous contribution - -### For Making Decisions -- Thumbs up/mid/down: Quick sentiment -- Dot voting: Prioritize options -- Weighted voting: Rank by importance -- Roman room: Pros/cons side-by-side -- Live polling for instant results - -### For Virtual/Hybrid -- Use chat for quiet contributors -- Breakout rooms for small group work -- Digital sticky notes for async input -- Recorded sessions for later reference -- Analytics-generated summaries -``` - -### Handling Difficult Situations - -| Situation | Approach | -|-----------|----------| -| Dominant participant | "Let's hear from others" or direct question to quiet participant | -| Off-topic discussion | "Park" it for later, return to focus | -| Conflict between participants | Acknowledge both views, find common ground | -| No consensus | Take decision offline, vote, or escalate | -| Low energy | Take a break, change activity, get moving | -| Unprepared participants | Simplify, extend time, adjust expectations | -| **Zoom fatigue** | Shorter segments, more breaks, interactive elements | -| **Virtual disengagement** | Polls, chat questions, breakout activities | - ---- - -## Workshop Materials Templates - -### Agenda Template - -``` -# Workshop: [Name] -## Date | Time | Location/Link - -### Objectives -By the end of this workshop, we will have: -1. [Objective 1] -2. [Objective 2] -3. [Objective 3] - -### Agenda - -| Time | Topic | Lead | Materials | Format | -|------|-------|------|-----------|--------| -| 9:00 | Welcome and objectives | [Name] | Slides | Full group | -| 9:15 | [Session 1] | [Name] | Workbook | Full group | -| 10:30 | Break | | | | -| 10:45 | [Session 2] | [Name] | Post-its | Breakout | -| 12:00 | Lunch | | | | -| 13:00 | [Session 3] | [Name] | Templates | Full group | -| 14:30 | Break | | | | -| 14:45 | [Session 4] | [Name] | Flip charts | Breakout | -| 16:00 | Wrap-up and next steps | [Name] | Action log | Full group | - -### Pre-work -- [Pre-work item 1] -- [Pre-work item 2] - -### Participants -- [Name] - [Role] -- [Name] - [Role] - -### Virtual Logistics -- Join link: [URL] -- Recording: [Yes/No] -- Breakout rooms: [X rooms of Y people] -``` - -### Facilitation Guide - -``` -# Facilitation Guide: [Session Name] - -### Session Overview -- **Purpose**: [Why this session] -- **Duration**: [Time] -- **Participants**: [Who] -- **Format**: [In-person/Virtual/Hybrid] - -### Learning Objectives -1. [Objective 1] -2. [Objective 2] - -### Key Messages -- [Message 1] -- [Message 2] - -### Detailed Flow - -#### [Activity Name] (X minutes) -**Purpose**: [Why this activity] -**Method**: [How it works] - -**Step 1** (X min) -- [Instruction] -- [Facilitator does] - -**Step 2** (X min) -- [Instruction] -- [Facilitator does] - -**Transition**: [How to move to next activity] - -### Questions to Ask -- [Question 1] -- [Question 2] - -### Backup Plans -- If [situation]: [response] -- If [situation]: [response] -- **Virtual backup**: [Alternative activity] - -### Materials Needed -- [Material 1] -- [Material 2] - -### AI Tools to Consider -- [AI tool for synthesis] -- [AI tool for ideation] -``` - ---- - -## Post-Workshop Follow-Up - -### Debrief Template - -``` -## Workshop Debrief: [Name] -### Date: [Date] - -### What Worked Well -- [Item 1] -- [Item 2] -- [Item 3] - -### What Could Improve -- [Item 1] -- [Item 2] - -### Decisions Made -1. [Decision 1] -2. [Decision 2] - -### Action Items - -| Action | Owner | Due Date | Status | -|--------|-------|----------|--------| -| [Action 1] | [Name] | [Date] | [Pending/Done] | -| [Action 2] | [Name] | [Date] | [Pending/Done] | - -### Participant Feedback -- [Feedback 1] -- [Feedback 2] - -### Next Steps -1. [Step 1] -2. [Step 2] - -### Materials to Share -- [Recording link] -- [Presentation deck] -- [Collaborative board] -- [Analytics-generated summary] -``` - ---- - ## Workshop Enhancements ### Analytics-Enabled Facilitation @@ -654,28 +270,19 @@ By the end of this workshop, we will have: --- -## Best Practices +## Behavioral Principles -1. **Over-prepare**: Every minute of workshop needs 30-60 minutes of preparation -2. **Know your participants**: Adapt content and language to audience -3. **Build in breaks**: Energy drops after 90 minutes without break -4. **Have a backup**: Activities fail, participants are late, technology breaks -5. **Capture everything**: Assign note-taker, photograph flip charts -6. **End on time**: Respect participants' schedules -7. **Follow up quickly**: Send notes within 24 hours, confirm actions -8. **Debrief the team**: What worked, what didn't, what to change -9. **Embrace hybrid**: Design for both in-person and virtual participation -10. **Leverage AI**: Use AI tools to enhance facilitation and follow-up - ---- +- **Energy management is facilitation**: Monitor group energy; switch formats, take breaks, or introduce movement when energy dips +- **Silence is productive**: Allow 10-15 seconds of silence after questions; resist the urge to fill every pause +- **Design for introverts first**: Silent writing before group sharing ensures all voices are captured, not just the loudest +- **The real workshop happens after**: Outcomes without follow-through are theater; prioritize actionable commitments over polished deliverables -## Notes +### When to Apply This Skill vs. the Command -- Workshop design is iterative — refine based on participant feedback -- The best workshops feel effortless but are heavily rehearsed -- Always have a plan B for key activities -- Energy and engagement are the facilitator's responsibility -- Don't let perfect be the enemy of good — imperfect action beats perfect inaction -- The most important part of any workshop is what happens AFTER -- Always consider hybrid/virtual participation from the start -- AI tools can significantly enhance pre-work, facilitation, and follow-up +| Situation | Use | +|-----------|-----| +| Planning and running a full workshop end-to-end | `/workshop-facilitate` command | +| Choosing between Discovery, Strategy Alignment, or AI Strategy formats | This skill | +| Needing stakeholder mapping with influence/interest analysis | This skill | +| Designing analytics-enabled or hybrid-first sessions | This skill | +| Selecting digital collaboration tooling | This skill | From df09ced7f8a3e98e85803e466b31311b12d2e9cf Mon Sep 17 00:00:00 2001 From: Anot Date: Fri, 13 Feb 2026 04:38:56 -0500 Subject: [PATCH 4/5] refactor: Trim skill descriptions to two-sentence repo convention Remove trailing "Includes...", "Based on...", "Applies..." sentences from 6 skill description fields to match the convention used by all other plugins: capability statement + "Use when [triggers]." Co-Authored-By: Claude Opus 4.6 --- management-consulting/skills/due-diligence/SKILL.md | 2 +- management-consulting/skills/executive-presentation/SKILL.md | 2 +- management-consulting/skills/financial-modeling/SKILL.md | 2 +- management-consulting/skills/process-excellence/SKILL.md | 2 +- management-consulting/skills/project-governance/SKILL.md | 2 +- management-consulting/skills/workshop-facilitation/SKILL.md | 2 +- 6 files changed, 6 insertions(+), 6 deletions(-) diff --git a/management-consulting/skills/due-diligence/SKILL.md b/management-consulting/skills/due-diligence/SKILL.md index b0caf78..e6f4c41 100644 --- a/management-consulting/skills/due-diligence/SKILL.md +++ b/management-consulting/skills/due-diligence/SKILL.md @@ -1,6 +1,6 @@ --- name: due-diligence -description: Conduct commercial, operational, and strategic due diligence. Use when assessing acquisition targets, investment opportunities, partnership evaluations, or vendor assessments. Based on leading due diligence methodologies. +description: Conduct commercial, operational, and strategic due diligence. Use when assessing acquisition targets, investment opportunities, partnership evaluations, or vendor assessments. --- # Due Diligence Skill diff --git a/management-consulting/skills/executive-presentation/SKILL.md b/management-consulting/skills/executive-presentation/SKILL.md index 64d3726..0095909 100644 --- a/management-consulting/skills/executive-presentation/SKILL.md +++ b/management-consulting/skills/executive-presentation/SKILL.md @@ -1,6 +1,6 @@ --- name: executive-presentation -description: Create executive presentations using top-down structured communication and modern storytelling techniques. Use when preparing client presentations, board decks, or C-suite communications. Applies proven methodologies for clear, compelling visual communication. +description: Create executive presentations using top-down structured communication and modern storytelling techniques. Use when preparing client presentations, board decks, or C-suite communications. --- # Executive Presentation Skill diff --git a/management-consulting/skills/financial-modeling/SKILL.md b/management-consulting/skills/financial-modeling/SKILL.md index 9378d72..cc53c65 100644 --- a/management-consulting/skills/financial-modeling/SKILL.md +++ b/management-consulting/skills/financial-modeling/SKILL.md @@ -1,6 +1,6 @@ --- name: financial-modeling -description: Build financial models for business cases including ROI, NPV, IRR, DCF, and scenario analysis. Use when developing investment recommendations, comparing strategic options, or quantifying the value of initiatives. Based on consulting approaches to financial analysis and business case development. +description: Build financial models for business cases including ROI, NPV, IRR, DCF, and scenario analysis. Use when developing investment recommendations, comparing strategic options, or quantifying the value of initiatives. --- # Financial Modeling Skill diff --git a/management-consulting/skills/process-excellence/SKILL.md b/management-consulting/skills/process-excellence/SKILL.md index aa764c6..037771b 100644 --- a/management-consulting/skills/process-excellence/SKILL.md +++ b/management-consulting/skills/process-excellence/SKILL.md @@ -1,6 +1,6 @@ --- name: process-excellence -description: Apply Lean Six Sigma methodology for process improvement and operational excellence. Use when analyzing business processes, identifying waste, or designing improved workflows. Includes value stream mapping, process mining integration, SIPOC analysis, standard work design, and process performance dashboards used by operational consulting practices. +description: Apply Lean Six Sigma methodology for process improvement and operational excellence. Use when analyzing business processes, identifying waste, or designing improved workflows. --- # Process Excellence Skill diff --git a/management-consulting/skills/project-governance/SKILL.md b/management-consulting/skills/project-governance/SKILL.md index 34161da..6dff5f0 100644 --- a/management-consulting/skills/project-governance/SKILL.md +++ b/management-consulting/skills/project-governance/SKILL.md @@ -1,6 +1,6 @@ --- name: project-governance -description: Establish and manage project governance including RACI matrices, steering committees, and stage gates. Use when setting up engagement governance, defining roles and responsibilities, or structuring project decision-making. Based on consulting engagement management best practices. +description: Establish and manage project governance including RACI matrices, steering committees, and stage gates. Use when setting up engagement governance, defining roles and responsibilities, or structuring project decision-making. --- # Project Governance Skill diff --git a/management-consulting/skills/workshop-facilitation/SKILL.md b/management-consulting/skills/workshop-facilitation/SKILL.md index 89d357d..2691206 100644 --- a/management-consulting/skills/workshop-facilitation/SKILL.md +++ b/management-consulting/skills/workshop-facilitation/SKILL.md @@ -1,6 +1,6 @@ --- name: workshop-facilitation -description: Design and facilitate strategy workshops, design thinking sessions, and innovation sprints with modern hybrid methodologies. Use when planning facilitated sessions, conducting discovery workshops, or running strategy alignment sessions. Includes session design, facilitation techniques, and common workshop formats. +description: Design and facilitate strategy workshops, design thinking sessions, and innovation sprints with modern hybrid methodologies. Use when planning facilitated sessions, conducting discovery workshops, or running strategy alignment sessions. --- # Workshop Facilitation Skill From 8399c39d9c818518aa2be44e9bae16281c931c7e Mon Sep 17 00:00:00 2001 From: Anot Date: Fri, 13 Feb 2026 13:21:04 -0500 Subject: [PATCH 5/5] feat: Add consulting-specific PPTX generation guidance Add pptx-consulting.md with consulting slide anatomy rules, three parameterized slide masters, seven reusable exhibit patterns, chart styling principles, and context adaptation guidance for pptxgenjs. Reference from SKILL.md so the agent uses consulting conventions when generating actual .pptx files. Co-Authored-By: Claude Opus 4.6 --- .../skills/executive-presentation/SKILL.md | 9 + .../executive-presentation/pptx-consulting.md | 453 ++++++++++++++++++ 2 files changed, 462 insertions(+) create mode 100644 management-consulting/skills/executive-presentation/pptx-consulting.md diff --git a/management-consulting/skills/executive-presentation/SKILL.md b/management-consulting/skills/executive-presentation/SKILL.md index 0095909..a464865 100644 --- a/management-consulting/skills/executive-presentation/SKILL.md +++ b/management-consulting/skills/executive-presentation/SKILL.md @@ -208,6 +208,15 @@ The `/presentation-create` command includes a Q&A anticipation table. This secti --- +## PPTX Generation + +When generating actual .pptx files (not markdown outlines), read +[pptx-consulting.md](pptx-consulting.md) for consulting-specific slide +masters, anatomy rules, and layout patterns for pptxgenjs. Default to +`LAYOUT_WIDE` (13.33" x 7.5") for consulting decks. + +--- + ## Notes - Top-down structured communication applies to every level: deck, section, slide, bullet diff --git a/management-consulting/skills/executive-presentation/pptx-consulting.md b/management-consulting/skills/executive-presentation/pptx-consulting.md new file mode 100644 index 0000000..9d5d49b --- /dev/null +++ b/management-consulting/skills/executive-presentation/pptx-consulting.md @@ -0,0 +1,453 @@ +# Consulting PPTX Generation Guide + +Reference for generating consulting-grade .pptx files with pptxgenjs. Principles and adaptable code patterns — not fixed styles. Choose colors, fonts, and density based on client, firm, and purpose. + +--- + +## Layout + +Default to widescreen for consulting leave-behinds: + +```js +const pptx = new PptxGenJS(); +pptx.layout = "LAYOUT_WIDE"; // 13.33" x 7.5" +``` + +Every content slide has three zones: + +| Zone | Height | Purpose | +|------|--------|---------| +| Action title | ~1.0" | Sentence stating the slide's takeaway | +| Body | ~5.0" | Exhibit(s) — charts, tables, frameworks | +| Footer | ~0.5" | Source attribution + page number | + +Choose margins and density based on purpose: dense analytical slides get tighter margins, big-idea slides get generous white space. + +--- + +## Slide Anatomy (Non-Negotiable) + +The pattern that distinguishes consulting slides from everything else: + +1. **Action title** — A complete sentence stating the takeaway. "Revenue declined 12% driven by customer churn" not "Revenue Overview." This is the most important rule. + +2. **Exhibit-driven body** — Visual exhibits (charts, tables, frameworks) dominate, not paragraphs or bullets. One focused exhibit is ideal. Two related exhibits side-by-side (e.g. market size + growth rate) works when they jointly support the action title. The exhibit tells the story; text annotates it. + +3. **Source line** — Bottom of slide, small font. Data source, date, caveats. + +Apply this to every content slide. Title slides, section dividers, and appendix slides are exceptions. + +--- + +## Slide Masters + +Three masters as factory functions. `palette` and `fonts` are parameters — the agent picks values per engagement. + +### TITLE_SLIDE + +```js +function addTitleSlide(pptx, { title, subtitle, date, presenter, palette, fonts }) { + const slide = pptx.addSlide({ masterName: "TITLE_SLIDE" }); + slide.background = { color: palette.dark }; + + slide.addText(title, { + x: 0.8, y: 2.0, w: 11.7, h: 1.5, + fontSize: 36, fontFace: fonts.heading, + color: palette.light, bold: true, + align: "left", + }); + + slide.addText(subtitle, { + x: 0.8, y: 3.6, w: 11.7, h: 0.8, + fontSize: 18, fontFace: fonts.body, + color: palette.lightMuted, + align: "left", + }); + + slide.addText(`${presenter} | ${date}`, { + x: 0.8, y: 6.2, w: 11.7, h: 0.4, + fontSize: 12, fontFace: fonts.body, + color: palette.lightMuted, + align: "left", + }); + + return slide; +} +``` + +### CONTENT_SLIDE + +```js +function addContentSlide(pptx, { actionTitle, source, pageNum, palette, fonts }) { + const slide = pptx.addSlide({ masterName: "CONTENT_SLIDE" }); + slide.background = { color: palette.light }; + + // Action title zone + slide.addText(actionTitle, { + x: 0.6, y: 0.3, w: 12.1, h: 0.7, + fontSize: 18, fontFace: fonts.heading, + color: palette.dark, bold: true, + align: "left", valign: "top", + }); + + // Thin divider line + slide.addShape(pptx.ShapeType.line, { + x: 0.6, y: 1.05, w: 12.1, h: 0, + line: { color: palette.accent, width: 1.0 }, + }); + + // Footer: source + page number + slide.addText(source, { + x: 0.6, y: 7.0, w: 10.0, h: 0.3, + fontSize: 8, fontFace: fonts.body, + color: palette.muted, italic: true, + align: "left", + }); + slide.addText(String(pageNum), { + x: 11.5, y: 7.0, w: 1.2, h: 0.3, + fontSize: 8, fontFace: fonts.body, + color: palette.muted, + align: "right", + }); + + return slide; // caller adds exhibit(s) to the body zone (y: 1.2, h: ~5.7) +} +``` + +### SECTION_DIVIDER + +```js +function addSectionDivider(pptx, { sectionNumber, sectionTitle, palette, fonts }) { + const slide = pptx.addSlide({ masterName: "SECTION_DIVIDER" }); + slide.background = { color: palette.dark }; + + if (sectionNumber) { + slide.addText(String(sectionNumber).padStart(2, "0"), { + x: 0.8, y: 2.0, w: 2.0, h: 1.0, + fontSize: 48, fontFace: fonts.heading, + color: palette.accent, bold: true, + align: "left", + }); + } + + slide.addText(sectionTitle, { + x: 0.8, y: 3.2, w: 11.7, h: 1.0, + fontSize: 28, fontFace: fonts.heading, + color: palette.light, bold: true, + align: "left", + }); + + return slide; +} +``` + +--- + +## Common Consulting Slide Patterns + +Each function accepts content + style parameters. No hardcoded colors. All follow the action-title + exhibit anatomy — call `addContentSlide()` first, then add the exhibit to the returned slide. + +### Executive Summary + +```js +function addExecSummary(slide, { findings, bottomLine, palette, fonts }) { + // 4-5 bullet findings + const bulletText = findings.map((f) => ({ + text: f, + options: { + fontSize: 14, fontFace: fonts.body, color: palette.dark, + bullet: { type: "number" }, + paraSpaceAfter: 8, + }, + })); + + slide.addText(bulletText, { + x: 0.6, y: 1.3, w: 12.1, h: 3.5, + valign: "top", + }); + + // Bottom-line callout box + slide.addShape(pptx.ShapeType.rect, { + x: 0.6, y: 5.2, w: 12.1, h: 1.2, + fill: { color: palette.accentLight }, + rectRadius: 0.1, + }); + slide.addText(bottomLine, { + x: 0.9, y: 5.3, w: 11.5, h: 1.0, + fontSize: 14, fontFace: fonts.body, color: palette.dark, + bold: true, valign: "middle", + }); +} +``` + +### Framework / Matrix (2x2) + +```js +function addFrameworkMatrix(slide, { quadrants, axisLabels, palette, fonts }) { + // quadrants: [{ label, items, position: "tl"|"tr"|"bl"|"br" }] + const positions = { + tl: { x: 0.8, y: 1.3 }, tr: { x: 7.0, y: 1.3 }, + bl: { x: 0.8, y: 4.0 }, br: { x: 7.0, y: 4.0 }, + }; + const cellW = 5.8, cellH = 2.5; + + quadrants.forEach((q) => { + const pos = positions[q.position]; + slide.addShape(pptx.ShapeType.rect, { + x: pos.x, y: pos.y, w: cellW, h: cellH, + fill: { color: palette.light }, + line: { color: palette.muted, width: 0.5 }, + }); + slide.addText(q.label, { + x: pos.x + 0.2, y: pos.y + 0.15, w: cellW - 0.4, h: 0.4, + fontSize: 13, fontFace: fonts.heading, + color: palette.accent, bold: true, + }); + const items = q.items.map((item) => ({ + text: item, + options: { fontSize: 11, fontFace: fonts.body, color: palette.dark, bullet: true }, + })); + slide.addText(items, { + x: pos.x + 0.2, y: pos.y + 0.6, w: cellW - 0.4, h: cellH - 0.8, + valign: "top", + }); + }); + + // Axis labels + if (axisLabels) { + slide.addText(axisLabels.x, { + x: 5.0, y: 6.6, w: 3.3, h: 0.3, + fontSize: 10, fontFace: fonts.body, color: palette.muted, + align: "center", italic: true, + }); + slide.addText(axisLabels.y, { + x: 0.1, y: 3.5, w: 0.5, h: 2.0, + fontSize: 10, fontFace: fonts.body, color: palette.muted, + align: "center", italic: true, rotate: 270, + }); + } +} +``` + +### Waterfall / Bridge Chart + +Reach for this whenever showing "what drove the change." + +```js +function addWaterfallChart(slide, { categories, values, palette }) { + // values: array of numbers. First = starting total, last = ending total. + // Middle values are increments/decrements. + const chartColors = values.map((v, i) => + i === 0 || i === values.length - 1 + ? palette.dark + : v >= 0 ? palette.positive : palette.negative + ); + + slide.addChart(pptx.ChartType.bar, [ + { name: "Change", labels: categories, values: values }, + ], { + x: 0.8, y: 1.3, w: 11.7, h: 5.2, + showValue: true, + valueFontSize: 10, + catAxisOrientation: "minMax", + valAxisHidden: false, + valAxisMajorGridlines: { color: "E0E0E0", width: 0.5 }, + valAxisMinorGridlines: false, + chartColors: chartColors, + showLegend: false, + }); +} +``` + +### Comparison Table + +```js +function addComparisonTable(slide, { headers, rows, palette, fonts }) { + const tableRows = [ + headers.map((h) => ({ + text: h, + options: { + fontSize: 11, fontFace: fonts.heading, color: palette.light, + bold: true, fill: { color: palette.dark }, align: "center", + border: { type: "solid", color: palette.dark, pt: 0.5 }, + }, + })), + ...rows.map((row, i) => + row.map((cell) => ({ + text: cell, + options: { + fontSize: 10, fontFace: fonts.body, color: palette.dark, + fill: { color: i % 2 === 0 ? palette.light : palette.altRow }, + border: { type: "solid", color: "E0E0E0", pt: 0.5 }, + align: "left", valign: "middle", + }, + })) + ), + ]; + + slide.addTable(tableRows, { + x: 0.6, y: 1.3, w: 12.1, + colW: Array(headers.length).fill(12.1 / headers.length), + rowH: [0.45, ...Array(rows.length).fill(0.4)], + autoPage: true, + autoPageRepeatHeader: true, + }); +} +``` + +### Roadmap / Timeline + +```js +function addRoadmap(slide, { phases, palette, fonts }) { + // phases: [{ label, duration, milestones: string[] }] + const phaseW = 11.7 / phases.length; + const startX = 0.8; + + phases.forEach((phase, i) => { + const x = startX + i * phaseW; + + // Phase bar + slide.addShape(pptx.ShapeType.rect, { + x: x + 0.05, y: 1.5, w: phaseW - 0.1, h: 0.7, + fill: { color: i % 2 === 0 ? palette.accent : palette.accentLight }, + rectRadius: 0.05, + }); + slide.addText(phase.label, { + x: x + 0.1, y: 1.55, w: phaseW - 0.2, h: 0.6, + fontSize: 12, fontFace: fonts.heading, color: palette.light, + bold: true, align: "center", valign: "middle", + }); + + // Duration + slide.addText(phase.duration, { + x: x + 0.1, y: 2.3, w: phaseW - 0.2, h: 0.3, + fontSize: 9, fontFace: fonts.body, color: palette.muted, + align: "center", + }); + + // Milestones + const msText = phase.milestones.map((m) => ({ + text: m, + options: { + fontSize: 10, fontFace: fonts.body, color: palette.dark, + bullet: { code: "2022" }, paraSpaceAfter: 4, + }, + })); + slide.addText(msText, { + x: x + 0.1, y: 2.7, w: phaseW - 0.2, h: 3.5, + valign: "top", + }); + }); +} +``` + +### Big Number Callout + +```js +function addBigNumber(slide, { metrics, palette, fonts }) { + // metrics: [{ value, label, sublabel? }] — 1 to 3 items + const count = metrics.length; + const cellW = 11.7 / count; + const startX = 0.8; + + metrics.forEach((m, i) => { + const x = startX + i * cellW; + + slide.addText(m.value, { + x, y: 2.0, w: cellW, h: 1.8, + fontSize: 54, fontFace: fonts.heading, + color: palette.accent, bold: true, + align: "center", valign: "bottom", + }); + slide.addText(m.label, { + x, y: 3.9, w: cellW, h: 0.6, + fontSize: 16, fontFace: fonts.body, + color: palette.dark, bold: true, + align: "center", valign: "top", + }); + if (m.sublabel) { + slide.addText(m.sublabel, { + x, y: 4.5, w: cellW, h: 0.5, + fontSize: 11, fontFace: fonts.body, + color: palette.muted, + align: "center", + }); + } + }); +} +``` + +### Before / After Split + +```js +function addBeforeAfter(slide, { before, after, palette, fonts }) { + // before/after: { title, points: string[] } + const colW = 5.7; + + [ + { data: before, x: 0.6, headerColor: palette.muted }, + { data: after, x: 6.8, headerColor: palette.accent }, + ].forEach(({ data, x, headerColor }) => { + slide.addShape(pptx.ShapeType.rect, { + x, y: 1.3, w: colW, h: 0.6, + fill: { color: headerColor }, + }); + slide.addText(data.title, { + x: x + 0.2, y: 1.35, w: colW - 0.4, h: 0.5, + fontSize: 14, fontFace: fonts.heading, + color: palette.light, bold: true, + align: "center", valign: "middle", + }); + + const points = data.points.map((p) => ({ + text: p, + options: { + fontSize: 12, fontFace: fonts.body, color: palette.dark, + bullet: true, paraSpaceAfter: 6, + }, + })); + slide.addText(points, { + x: x + 0.2, y: 2.1, w: colW - 0.4, h: 4.3, + valign: "top", + }); + }); + + // Vertical divider + slide.addShape(pptx.ShapeType.line, { + x: 6.65, y: 1.3, w: 0, h: 5.2, + line: { color: palette.muted, width: 0.5, dashType: "dash" }, + }); +} +``` + +--- + +## Chart Styling Principles + +Not specific colors — principles for professional appearance: + +- **Clean backgrounds**: Remove default chart borders and backgrounds. White or transparent. +- **Subtle gridlines**: Horizontal only (`valAxisMajorGridlines: { color: "E0E0E0" }`). Hide vertical gridlines. +- **Muted axis labels**: Use the palette's secondary text color, not black. Keep font size small (8-9pt). +- **Data labels on bars/columns**: More readable than forcing people to trace to the axis. `showValue: true, valueFontSize: 10`. +- **Limited palette**: 2-3 colors from the chosen palette per chart. More dilutes the message. +- **No legend for single-series**: `showLegend: false` when there's only one data series. +- **Number formatting**: Use abbreviated formats for large numbers (e.g. "$1.2M" not "$1,200,000"). Apply `valAxisNumFmt` or format data labels. + +--- + +## Adapting to Context + +The agent should choose styling based on the situation: + +| Context | Approach | +|---------|----------| +| **Client-branded deck** | Ask for or infer brand colors; use as the palette. Match the client's font if known. | +| **Firm-branded deck** | Use the consulting firm's visual identity if known. | +| **Neutral / independent** | Pick a palette that fits the topic. The built-in pptx skill has good palette options. | +| **Projected presentation** | Larger fonts (min 18pt body), fewer elements per slide, high contrast. | +| **Leave-behind document** | Denser layout allowed, smaller fonts (12-14pt body), more detail per slide. | +| **Analytical deep-dive** | Dense exhibits, detailed tables, tighter margins. | +| **Recommendation / big idea** | Generous white space, large type, one message per slide. | + +Slide density varies by purpose. An analytical slide can pack data. A recommendation slide should breathe. Don't apply one density everywhere.