Commands Reference

Full reference for all 24 slash commands: market scan, SWOT, financial model, due diligence, pricing analysis, change management, and more.

On this page

• Data Analysis
• Benchmarking Analysis
• Change Management Plan
• Competitor Profile
• Cost Optimization Analysis
• Customer Analysis
• Digital Transformation Assessment
• Commercial Due Diligence
• Financial Model
• Growth Strategy Playbook
• Innovation Assessment
• M&A Assessment Playbook
• M&A Strategy
• Market Entry Strategy
• Quick Market Scan
• Organizational Design Assessment
• Pricing Analysis
• Risk Assessment
• Scenario Planning
• Set Client Context
• Strategy Deck
• SWOT Analysis
• Talent Strategy Assessment
• Turnaround Playbook

Data Analysis

Analyze a dataset and extract consulting-quality insights

Analyze the data described in $ARGUMENTS and extract actionable insights.

Instructions

Step 1: Data Understanding

• Load and examine the data
• Report: row count, column count, data types, date range
• Identify missing values, outliers, and data quality issues
• Document any cleaning or transformation steps taken

Step 2: Descriptive Statistics

• Summary statistics for all numeric columns (mean, median, std, min, max, quartiles)
• Distribution analysis for key variables
• Identify skewness, outliers, and anomalies

Step 3: Key Analysis (choose what's relevant)

If time-series data:

• Trend analysis (YoY, MoM growth rates)
• Seasonality patterns
• Anomaly detection
• Moving averages

If customer/transaction data:

• Pareto analysis (which 20% drives 80%?)
• Segmentation (RFM or other relevant cuts)
• Cohort analysis (if longitudinal)

If comparative data:

• Benchmarking and gap analysis
• Correlation analysis
• Driver decomposition

Step 4: Visualization

Create 3-5 charts that tell the story. Each chart must have:

• An action title (states the insight, not the topic)
• Clean formatting following consulting standards
• Source note

Step 5: Key Findings

Present 5-7 findings, each as:

• [Bolded insight]: Supporting evidence with specific numbers and "so what" implication for the business.

Step 6: Recommendations

Based on the data, provide 3-5 actionable recommendations ranked by expected impact.

Use Python (pandas, matplotlib/seaborn) for analysis when a data file is provided. Save all charts as PNG files.

Benchmarking Analysis

Benchmark a company or function against peers and industry standards

Conduct a benchmarking analysis for $ARGUMENTS.

Instructions

1. Define Scope

• What is being benchmarked? (company, function, process, metric)
• What metrics matter most for this context?

2. Select Peer Set

• Identify 5-8 relevant peers with rationale for each
• Document selection criteria (industry, size, geography, business model)

3. Collect & Compare Metrics

Present in a comparison table:

| Metric | Client | Peer 1 | Peer 2 | Peer 3 | Peer Median | Best-in-Class | Gap vs. Median | |--------|--------|--------|--------|--------|-------------|---------------|----------------|

Include financial metrics (revenue growth, margins, efficiency ratios) and operational metrics as relevant.

4. Gap Analysis

• Color-code: Green (at/above median), Yellow (within 10%), Red (>10% below)
• Identify the 3-5 most significant gaps
• Quantify the financial impact of closing each gap

5. Root Cause Diagnosis

For the top 3 gaps:

• What is driving the gap? (process, people, technology, strategy)
• What would it take to close it?

6. Recommendations

• Prioritized action plan: Quick wins, medium-term, structural
• Expected improvement for each action

Use web search for peer data. Cite all sources. Flag data confidence.

Change Management Plan

Create a comprehensive change management plan for a transformation initiative

Use the business-consulting:change-management skill to create a comprehensive change management plan for the given initiative.

Analysis Steps

1. Initiative Overview — Summarize the change initiative, its strategic rationale, scope, and timeline. Clarify what is changing, why, and what success looks like.

2. Change Impact Assessment — Identify who is affected, how they are affected, and the magnitude of change for each group. Use a table: | Group | Current State | Future State | Magnitude of Change | Support Needed | |-------|--------------|-------------|--------------------|-|

3. Stakeholder Map — Map all stakeholders on a power/interest grid. For each key stakeholder, document current stance, desired stance, and influence strategy. Present as a table.

4. ADKAR Analysis — For each affected group, assess readiness across the 5 ADKAR elements (Awareness, Desire, Knowledge, Ability, Reinforcement). Identify the weakest link and design interventions.

5. Resistance Risk Assessment — Identify likely sources of resistance, root causes, severity, and mitigation strategies. Use a risk register format.

6. Communication Plan — Design a phased communication plan:

   • Pre-announcement phase (building awareness)
   • Announcement phase (key messages, channels, senders)
   • Implementation phase (progress updates, feedback loops)
   • Reinforcement phase (success stories, recognition) Include a timeline table with specific communications, audiences, channels, and owners.

7. Capability Building Plan — Identify training needs by role/group. Design a learning roadmap with methods (training, coaching, job aids, peer support), timeline, and success measures.

8. 90-Day Transition Plan — Create a phased implementation plan:

   • Days 1–30: Quick wins, stakeholder engagement, communication launch
   • Days 31–60: Training rollout, process changes, feedback incorporation
   • Days 61–90: Reinforcement, measurement, course correction Include milestones, owners, and success metrics.

9. Success Metrics & Measurement — Define leading and lagging indicators of change success. Include adoption metrics, proficiency metrics, and business impact metrics.

10. Risk Register — Document top risks to the change initiative with probability, impact, mitigation strategies, and owners.

Output Requirements

• Use action titles for each section (state the insight, not the topic)
• Include tables for stakeholder maps, communication plans, and timelines
• Quantify impact wherever possible (number of people affected, timeline, budget)
• End with a prioritized list of immediate next steps (first 2 weeks)
• Apply the "so what" test — every recommendation must link to initiative success

Competitor Profile

Build a detailed profile of a specific competitor

Build a comprehensive competitor profile for $ARGUMENTS.

Instructions

Research and deliver a structured profile covering:

1. Company Overview: Headquarters, founded, ownership, employee count, mission
2. Financial Snapshot: Revenue, growth rate, margins, funding/market cap (what's publicly available)
3. Products & Services: Full portfolio, flagship offerings, pricing model
4. Target Market: Customer segments, verticals, geographic focus, company size focus
5. Go-to-Market: Sales model, marketing approach, partnerships, distribution channels
6. Technology & IP: Known tech stack, patents, R&D signals
7. Recent Strategic Moves: M&A, product launches, partnerships, key hires (last 12-24 months)
8. Strengths (3-5): Evidence-based, with specific examples
9. Weaknesses (3-5): Evidence-based, with specific examples
10. Strategic Outlook: What are they likely to do next? Based on signals.

Use web search for current data. Cite all sources. Flag confidence levels.

Format as a structured report. Open with a 3-sentence overview paragraph.

Cost Optimization Analysis

Identify cost reduction opportunities across the organization

Identify cost reduction opportunities for $ARGUMENTS.

Instructions

1. Cost Structure Overview

• Map current cost structure: COGS, S&M, R&D, G&A as % of revenue
• Benchmark each category against industry peers
• Identify categories where the company is >5pp above peer median

2. Cost Reduction Levers

For each major cost category, identify specific reduction opportunities:

COGS / Direct Costs:

• Supplier consolidation and renegotiation
• Make vs. buy optimization
• Process automation and efficiency
• Quality improvement (reduce waste/rework)

SGA / Overhead:

• Organizational efficiency (spans, layers, shared services)
• Real estate optimization
• Technology license rationalization
• Travel and discretionary spend

Workforce:

• FTE analysis: right-sizing, role optimization
• Automation potential (which tasks can be automated?)
• Location strategy (cost-of-labor arbitrage)
• Contractor vs. FTE optimization

3. Savings Waterfall

Present opportunities in a structured table:

| Initiative | Category | Annual Savings | Investment Required | Payback (months) | Timeline | Difficulty | |-----------|----------|---------------|-------------------|-----------------|----------|-----------|

4. Phased Roadmap

• Quick wins (0-3 months): Low-effort, immediate savings
• Medium-term (3-12 months): Moderate effort, larger savings
• Structural (12+ months): Significant change required

5. Summary

• Total addressable savings vs. realistic savings (typically 60-80% of addressable)
• Net savings after implementation costs
• Timeline to full run-rate savings

Customer Analysis

Analyze customer segments, journeys, satisfaction drivers, or churn patterns

Use the business-consulting:customer-insights skill to deliver a comprehensive customer analysis.

Analysis Steps

1. Customer Segmentation — Segment customers by value, behavior, needs, or demographics. Identify the highest-value segments and underserved segments. Present a segmentation table with size, revenue contribution, growth rate, and strategic priority.

2. Customer Journey Map — Map the end-to-end journey (awareness → consideration → purchase → onboarding → usage → renewal → advocacy). For each stage, document: | Stage | Customer Actions | Touchpoints | Emotions | Pain Points | Opportunities | |-------|-----------------|-------------|----------|-------------|---------------|

3. Persona Development — Create 2–3 data-driven personas for key segments. Each persona should include: demographics, goals, frustrations, behaviors, decision criteria, preferred channels, and representative quotes.

4. Satisfaction & NPS Driver Analysis — Identify the key drivers of customer satisfaction and detraction. Use a driver importance vs. performance matrix to prioritize improvement areas.

5. Churn Analysis — Analyze churn patterns by segment, tenure, and cohort. Identify leading indicators of churn risk. Calculate the cost of churn and ROI of retention interventions.

6. Customer Lifetime Value — Calculate CLV by segment. Identify levers to increase CLV (reduce churn, increase ARPU, improve onboarding, cross-sell/up-sell).

7. Win/Loss Patterns — Identify why customers choose you (win themes) and why they don't (loss themes). Present patterns with frequency and strategic implications.

8. Recommendations — Prioritize customer experience improvements by impact and feasibility. Include quick wins (0–30 days) and strategic initiatives (3–12 months).

Output Requirements

• Lead with the most actionable insight ("The biggest opportunity is...")
• Use tables for journey maps, segmentation, and driver analysis
• Quantify everything: segment sizes, CLV, churn rates, cost of churn, ROI of improvements
• Include a prioritized action plan with owners and timelines

Digital Transformation Assessment

Assess digital maturity and create a transformation roadmap

Use the business-consulting:digital-transformation skill to assess digital maturity and build a transformation roadmap.

Analysis Steps

1. Digital Maturity Assessment — Score the organization across 8 dimensions (1–5 scale): | Dimension | Current Level | Target Level | Gap | Priority | |-----------|:---:|:---:|:---:|:---:| | Strategy & Vision | | | | | | Customer Experience | | | | | | Operations & Processes | | | | | | Technology & Architecture | | | | | | Data & Analytics | | | | | | Organization & Culture | | | | | | Innovation & Agility | | | | | | Ecosystem & Partnerships | | | | |

2. AI & Automation Opportunity Scan — Identify processes suitable for automation. Score each on feasibility × impact. Present top 10 opportunities with estimated ROI.

3. Technology Stack Assessment — Evaluate current technology landscape. Classify applications as: Retain, Re-platform, Replace, or Retire. Identify consolidation opportunities and cost savings.

4. Data Strategy Review — Assess data governance, quality, architecture, and analytics capabilities. Identify data monetization opportunities and quick wins.

5. Build vs. Buy vs. Partner — For top 3 technology gaps, evaluate build, buy, and partner options with TCO comparison and recommendation.

6. Digital Roadmap — Create a phased roadmap:

   • Phase 1 (0–6 months): Quick wins, foundation building, governance setup
   • Phase 2 (6–18 months): Core transformation initiatives, capability building
   • Phase 3 (18–36 months): Advanced capabilities, scaling, optimization Include dependencies, investment requirements, and expected outcomes per phase.

7. Investment Summary — Total investment required, phased over 3 years, with expected ROI and payback period.

Output Requirements

• Present maturity scores as a scorecard table
• Quantify all automation opportunities with dollar impact
• Include a visual roadmap (timeline table with swim lanes by workstream)
• End with top 5 strategic recommendations ranked by impact and urgency

Commercial Due Diligence

Run a commercial due diligence assessment for an M&A target

Conduct a commercial due diligence assessment for $ARGUMENTS.

Instructions

Structure the analysis across five pillars:

1. Market Assessment

• Market size, growth rate, and outlook
• Industry lifecycle stage (embryonic, growth, mature, declining)
• Key trends and disruption risks
• Regulatory environment and risks

2. Competitive Position

• Target's market share and positioning
• Top 5 competitors and relative strengths
• Competitive advantages (are they sustainable?)
• VRIO assessment of key resources

3. Customer Analysis

• Customer concentration risk (top 10 customers as % of revenue)
• Customer retention/churn metrics
• Customer satisfaction indicators (NPS, reviews)
• Revenue quality: recurring vs. one-time, contracted vs. at-risk

4. Growth Assessment

• Historical revenue growth and drivers
• Organic vs. inorganic growth breakdown
• Identified growth opportunities (quantified)
• Management's growth plan — is it credible?

5. Risk Register

Present as a table:

| Risk | Likelihood (H/M/L) | Impact (H/M/L) | Mitigation | Deal Impact | |------|-------------------|----------------|------------|-------------|

6. Overall Assessment

• Traffic light rating: Green (proceed), Yellow (proceed with conditions), Red (concerns)
• Key findings (5-7 bullets)
• Go / No-Go recommendation with rationale

Use web search for publicly available data. Flag data gaps requiring management sessions.

Financial Model

Build a financial model or business case with projections

Build a financial model for $ARGUMENTS.

Instructions

Create a structured financial model covering:

1. Revenue Model

• Identify the revenue driver formula (e.g., Customers × ARPU, Units × ASP, GMV × Take Rate)
• Build 5-year projections with Year 1-5 columns
• Document every assumption with rationale
• Create Base / Upside / Downside scenarios

2. Cost Structure

• Fixed vs. variable cost breakdown
• COGS, S&M, R&D, G&A line items
• Cost as % of revenue (current and projected)
• Operating leverage analysis

3. Unit Economics

• CAC, LTV, LTV:CAC ratio, payback period (if applicable)
• Contribution margin per unit/customer
• Break-even analysis

4. P&L Summary (5-Year)

Present as a formatted table:

| Line Item | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |-----------|--------|--------|--------|--------|--------| | Revenue | | | | | | | COGS | | | | | | | Gross Profit | | | | | | | Operating Expenses | | | | | | | EBITDA | | | | | | | Net Income | | | | | |

5. Key Metrics

• Revenue CAGR, gross margin, EBITDA margin, FCF margin
• ROI / NPV / IRR (if investment-based)

6. Sensitivity Analysis

• Two-variable sensitivity table on the top 2 assumptions
• Tornado chart description showing which assumptions have the most impact

Document all assumptions clearly, separated from calculations. Flag which assumptions are data-backed vs. estimated.

Growth Strategy Playbook

End-to-end growth strategy playbook — chains market research, competitive analysis, strategy frameworks, financial modeling, and deliverable creation into a complete growth strategy

Develop a comprehensive growth strategy for $ARGUMENTS.

This is a multi-phase playbook that chains multiple analytical skills together into a complete strategy engagement.

Phase 1: Market Landscape (market-research)

1.1 Market Sizing

• Size the current market (TAM/SAM/SOM) with sources
• Identify growth rate and trajectory
• Map adjacent markets and white spaces

1.2 Trend Analysis

• Identify 3-5 macro trends and 3-5 micro trends shaping the market
• Assess trend impact (likelihood × magnitude) and timeframe
• Identify which trends create tailwinds vs. headwinds for the client

1.3 Customer Landscape

• Map key customer segments and their needs
• Identify underserved segments or unmet needs
• Estimate segment attractiveness (size × growth × accessibility)

Phase 2: Competitive Position (competitive-analysis)

2.1 Competitive Landscape

• Map top 5-10 competitors with estimated market share
• Build strategic group map (2-3 meaningful dimensions)
• Identify white space — segments or positions not occupied by strong competitors

2.2 Competitive Advantage Assessment

• VRIO analysis of client's key resources and capabilities
• Identify sources of sustainable vs. temporary advantage
• Assess competitive moats and their durability

2.3 Relative Position

• Benchmark client vs. top 3 competitors on key dimensions (growth, margins, NPS, product breadth)
• Identify where client leads and lags

Phase 3: Strategic Options (strategy-frameworks)

3.1 Growth Direction (Ansoff Matrix)

• Evaluate all four quadrants: penetration, market development, product development, diversification
• For each: estimate addressable revenue, investment required, probability of success

3.2 Portfolio Assessment

• If multi-product/unit: BCG or GE-McKinsey assessment of each unit
• Identify Stars (invest), Cash Cows (harvest), Question Marks (decide), Dogs (divest)
• Resource allocation recommendation

3.3 Three Horizons Planning

• Horizon 1: How to optimize and defend the core (0-2 years)
• Horizon 2: How to expand into adjacent spaces (2-5 years)
• Horizon 3: What transformational bets to make (5+ years)

3.4 Option Evaluation

• Define 3-4 distinct strategic options
• Evaluate each on: revenue potential, investment required, risk level, strategic fit, time to value
• Use weighted scoring to rank options
• Recommend the top option with clear rationale

Phase 4: Financial Case (financial-analysis)

4.1 Revenue Projections

• 5-year revenue model for the recommended strategy
• Revenue driver decomposition by growth lever
• Base / Upside / Downside scenarios

4.2 Investment Requirements

• Total investment needed (upfront + ongoing)
• Phase investment by year
• Funding source (internal cash flow, debt, equity)

4.3 Return Analysis

• NPV, IRR, and payback period for the recommended strategy
• Sensitivity analysis on top 2-3 assumptions
• Comparison of returns across strategic options

Phase 5: Deliverable (deliverable-creation)

5.1 Strategy Deck Storyboard

Create a 20-25 slide strategy deck following the Pyramid Principle:

1. Title slide
2. Agenda
3. Executive summary (recommendation + 3-5 supporting bullets) 4-6. Market opportunity (size, growth, trends) 7-9. Competitive position (landscape, advantages, relative position) 10-13. Strategic options (Ansoff, portfolio, options evaluation, recommendation) 14-16. Financial case (projections, investment, returns) 17-18. Implementation roadmap (phases, milestones, quick wins)
4. Risks and mitigations
5. Next steps and decisions needed 21+. Appendix

5.2 Executive Summary One-Pager

Distill the entire strategy into a single page: recommendation, market rationale, financial case, key risks, next steps.

Output

Deliver all five phases as a structured report with clear section headers, action titles, data tables, and a recommended strategy with financial backing.

Innovation Assessment

Assess innovation capabilities, portfolio, and strategy for an organization

Use the business-consulting:innovation-strategy skill to assess innovation capabilities and build an innovation strategy.

Analysis Steps

1. Innovation Maturity Scorecard — Score across 5 dimensions (Pipeline, Portfolio, Culture, Governance, Ecosystem) on a 1–5 scale. Identify the weakest dimension and biggest improvement opportunity.

2. Portfolio Assessment — Map current innovation initiatives to the core/adjacent/transformational framework. Compare actual allocation to the 70/20/10 benchmark. Identify over-indexing or under-investment.

3. Pipeline Audit — Assess the innovation funnel: idea flow, screening effectiveness, development speed, commercialization rate. Identify bottlenecks and conversion rate drop-offs.

4. Stage-Gate Process Review — Evaluate whether a stage-gate process exists, its rigor, kill discipline, and governance. Recommend improvements or design a new process.

5. Culture Diagnosis — Assess innovation culture enablers: psychological safety, experimentation tolerance, cross-functional collaboration, incentive alignment, leadership support. Identify top 3 cultural barriers.

6. Disruption Radar — Scan for disruptive threats by timeline: | Threat | Type | Timeline | Severity | Response Strategy | |--------|------|----------|----------|------------------|

7. Innovation Strategy Recommendations — Prioritized initiatives to improve innovation capabilities, with investment requirements and expected impact. Include:

   • Quick wins (0–90 days)
   • Structural changes (3–12 months)
   • Strategic bets (12+ months)

8. 90-Day Innovation Action Plan — Specific actions to build momentum, including first experiments to run, governance to establish, and culture interventions to launch.

Output Requirements

• Use scorecards and tables throughout
• Map all current initiatives on a portfolio grid
• Quantify innovation spending as % of revenue and compare to industry benchmarks
• End with a clear innovation thesis and top 3 strategic bets to pursue

M&A Assessment Playbook

End-to-end M&A assessment playbook — combines due diligence, financial modeling, competitive analysis, and strategic evaluation for acquisition targets

Conduct a comprehensive M&A assessment for $ARGUMENTS.

This playbook chains commercial due diligence, financial analysis, competitive positioning, and strategic evaluation into a complete deal assessment.

Phase 1: Strategic Rationale

1.1 Acquisition Thesis

• What is the strategic rationale for this deal? (check all that apply)
  • Market entry / geographic expansion
  • Product/capability acquisition
  • Customer base acquisition
  • Consolidation / scale
  • Vertical integration
  • Talent acquisition (acqui-hire)
  • Defensive (prevent competitor from acquiring)

1.2 Strategic Fit Assessment

• How does the target complement the acquirer's existing business?
• What capabilities does the target bring that the acquirer lacks?
• Are there strategic overlaps or conflicts?
• Is this a core or adjacency acquisition?

1.3 Alternatives to Acquisition

• Build organically: estimated cost, timeline, probability of success
• Partner/JV: structure options, speed, control level
• License/contract: if it's a specific capability, can it be accessed without buying?
• Conclusion: Is acquisition the best path vs. alternatives?

Phase 2: Commercial Due Diligence

2.1 Market Assessment

• Target's market: size, growth, lifecycle stage, key trends
• Porter's Five Forces for the target's industry
• Regulatory environment and risks

2.2 Competitive Position

• Target's market share and competitive positioning
• VRIO assessment of target's key resources
• Customer perception (reviews, NPS, win/loss data)
• Competitive threats to the target's position

2.3 Customer Analysis

• Customer concentration (top 10 as % of revenue)
• Customer retention and churn metrics
• Revenue quality: recurring %, contracted %, at-risk %
• Customer satisfaction and switching risks post-acquisition

2.4 Growth Assessment

• Historical growth and its drivers (organic vs. inorganic)
• Growth plan credibility assessment
• Growth opportunities the acquirer can unlock (with quantification)

Phase 3: Financial Assessment

3.1 Historical Financial Analysis

• 3-5 year revenue, EBITDA, and FCF trends
• Quality of earnings adjustments (one-time items, owner add-backs, normalized run-rate)
• Working capital analysis and normalization
• Capital expenditure requirements (maintenance vs. growth capex)

3.2 Valuation

• DCF analysis (5-year projection + terminal value)
• Comparable company analysis (5-8 peers, EV/Revenue and EV/EBITDA multiples)
• Precedent transactions (relevant M&A deals in the sector, last 3-5 years)
• Football field chart showing range from each methodology
• Recommended valuation range and walk-away price

3.3 Synergy Analysis

| Synergy Type | Description | Annual Value | Confidence | Timing | |-------------|-------------|-------------|------------|--------| | Revenue synergy | [Description] | [$] | H/M/L | Year [#] | | Cost synergy | [Description] | [$] | H/M/L | Year [#] | | Capital synergy | [Description] | [$] | H/M/L | Year [#] |

• Total synergy value (discounted)
• Synergy realization timeline
• Cost to achieve synergies (restructuring, integration, systems)

3.4 Deal Economics

• Purchase price and implied multiple
• Financing structure (cash, debt, equity)
• Accretion / dilution analysis (if public acquirer)
• IRR to acquirer under Base/Upside/Downside scenarios
• Sensitivity: purchase price vs. synergy realization

Phase 4: Risk Assessment

4.1 Deal Risk Register

| Risk Category | Specific Risk | Likelihood | Impact | Mitigation | Deal Implication | |--------------|--------------|-----------|--------|------------|-----------------| | Market | [Risk] | H/M/L | H/M/L | [Mitigation] | Price adj / Walk away / Accept | | Customer | [Risk] | H/M/L | H/M/L | [Mitigation] | | | Operational | [Risk] | H/M/L | H/M/L | [Mitigation] | | | Financial | [Risk] | H/M/L | H/M/L | [Mitigation] | | | Integration | [Risk] | H/M/L | H/M/L | [Mitigation] | | | People/Culture | [Risk] | H/M/L | H/M/L | [Mitigation] | | | Legal/Regulatory | [Risk] | H/M/L | H/M/L | [Mitigation] | |

4.2 Integration Complexity Assessment

• Technology integration complexity (systems overlap, data migration)
• Organizational integration (culture fit, retention of key talent)
• Customer communication and retention risk
• Brand strategy (maintain, merge, or retire)
• Overall integration difficulty: Low / Medium / High

Phase 5: Recommendation & Deliverable

5.1 Deal Scorecard

| Dimension | Score (1-5) | Weight | Weighted Score | |-----------|------------|--------|---------------| | Strategic fit | | 25% | | | Market attractiveness | | 20% | | | Financial returns | | 25% | | | Integration feasibility | | 15% | | | Risk profile | | 15% | | | Overall | | 100% | |

Above 3.5 = Strong proceed. 2.5-3.5 = Proceed with conditions. Below 2.5 = Do not proceed.

5.2 Recommendation

• Go / Conditional Go / No-Go with clear rationale
• Recommended price range and walk-away price
• Key conditions for proceeding
• Critical items for further diligence (if Conditional Go)

5.3 Deliverable

20-25 page assessment report:

1. Executive summary with Go/No-Go recommendation
2. Strategic rationale (2 pages)
3. Commercial assessment (4-5 pages)
4. Financial assessment and valuation (4-5 pages)
5. Synergy analysis (2 pages)
6. Risk register (2 pages)
7. Integration considerations (2 pages)
8. Deal scorecard and recommendation (1 page)
9. Next steps (1 page)
10. Appendix

M&A Strategy

Develop M&A strategy including target screening, synergy analysis, or integration planning

Use the business-consulting:m-and-a-strategy skill to analyze the M&A question.

Analysis Steps

1. Strategic Rationale — Articulate the M&A thesis: Why acquire? What capability/market/product gap does this fill? How does it accelerate the corporate strategy? Apply the buy vs. build vs. partner framework.

2. Target Screening — Develop screening criteria (must-haves and nice-to-haves). Score potential targets on strategic fit, financial attractiveness, integration complexity, and cultural compatibility: | Target | Strategic Fit | Financial Fit | Integration Risk | Cultural Fit | Total Score | |--------|:---:|:---:|:---:|:---:|:---:|

3. Synergy Assessment — Quantify synergy potential:

   • Revenue synergies: Cross-sell, geographic expansion, pricing power, new products
   • Cost synergies: Headcount, procurement, facilities, IT, shared services
   • Capital synergies: Working capital, capex optimization Include confidence weighting (high/medium/low) and realization timeline.

4. Valuation Range — Estimate indicative valuation using comparable company multiples, precedent transactions, and DCF (if data allows). Present as a football field chart.

5. Integration Assessment — Evaluate integration complexity across functions (IT, Finance, HR, Sales, Operations). Classify the integration approach (absorption, preservation, symbiosis). Identify top 10 integration risks.

6. 100-Day Integration Plan — Design a phased plan:

   • Pre-close: Clean room planning, Day 1 readiness
   • Days 1–30: Stabilize operations, retain key talent, quick wins
   • Days 31–100: Execute functional integration, capture initial synergies
   • Days 101–365: Optimize, scale synergies, cultural integration

7. Deal Recommendation — Synthesize with a clear go/no-go recommendation supported by financial and strategic evidence.

Output Requirements

• Present target screening as a scored comparison matrix
• Quantify all synergies with dollar values and confidence levels
• Include valuation range with supporting methodology
• End with a clear recommendation and key risks to monitor

Market Entry Strategy

Develop a market entry strategy for a new market, geography, or segment

Develop a market entry strategy for $ARGUMENTS.

Instructions

1. Market Attractiveness Assessment

• Market size (TAM/SAM/SOM) with sources
• Growth rate and outlook
• Competitive landscape (who's there, how concentrated)
• Barriers to entry (capital, regulatory, brand, distribution, technology)
• Porter's Five Forces summary

2. Fit Assessment

• How well do current products/capabilities fit the new market?
• What gaps exist (product, channel, regulatory, talent)?
• What competitive advantages transfer from the current market?

3. Entry Mode Options

Evaluate each option on a consistent framework:

| Entry Mode | Speed to Market | Capital Required | Risk | Control | Recommended? | |-----------|----------------|-----------------|------|---------|-------------| | Organic (greenfield) | Slow (3-5 yrs) | Medium | Medium | High | | | Acquisition | Fast (6-12 mo) | High | Medium-High | High | | | Partnership/JV | Medium (1-2 yrs) | Low-Medium | Medium | Medium | | | Licensing/Franchise | Medium (1-2 yrs) | Low | Low | Low | | | Distribution agreement | Fast (3-6 mo) | Low | Low | Low | |

4. Go-to-Market Plan

For the recommended entry mode:

• Target customer segments (prioritized)
• Value proposition (how does it differ from current market positioning?)
• Channel strategy
• Pricing strategy
• First-year milestones and KPIs

5. Financial Projections

• 5-year revenue projection for the new market
• Investment required (upfront and ongoing)
• Break-even timeline
• ROI / NPV

6. Risk Assessment

Top 5 risks with likelihood, impact, and mitigation plan.

7. Recommendation

Clear go/no-go with supporting rationale and conditions for success.

Quick Market Scan

Run a quick market scan on an industry or market segment

Conduct a rapid market scan for $ARGUMENTS.

Instructions

Deliver a concise market overview (2-3 pages) covering:

1. Market Size & Growth: TAM estimate with source, 3-year CAGR, growth outlook
2. Key Players: Top 5-7 competitors with estimated market share
3. Industry Structure: Porter's Five Forces summary (rate each H/M/L in a table)
4. Key Trends: Top 3-5 trends shaping the industry (include trend direction and timeframe)
5. Regulatory Environment: Key regulations, recent changes, upcoming changes
6. "So What" for the Client: 3-5 strategic implications

Use web search to find current data. For every data point, cite the source and year. Flag data confidence as High/Medium/Low.

Format as a structured report with action-oriented headers. Start with a 3-bullet executive summary.

Organizational Design Assessment

Assess organizational structure and recommend design improvements

Assess organizational structure and recommend improvements for $ARGUMENTS.

Instructions

1. Current State Assessment

Structure Analysis:

• Current org chart structure (functional, divisional, matrix, flat)
• Number of management layers (CEO to front line)
• Average spans of control by level
• Benchmark against peers of similar size

Efficiency Metrics:

• Revenue per employee (vs. peers)
• Management overhead ratio (managers / total headcount)
• Support function ratio (support FTEs / total FTEs)
• Duplicate roles or functions across business units

Decision-Making:

• Where do key decisions get made? (centralized vs. decentralized)
• Average decision cycle time for key processes
• Escalation patterns (how many levels for common decisions?)

2. Gap Identification

Spans & Layers Issues:

• Layers that are too deep (>7 for companies <10K employees)
• Spans that are too narrow (<4 direct reports) — management bloat
• Single-report managers ("totem poles")

Structural Misalignments:

• Strategy says X but the org is designed for Y
• Functions that should be centralized but aren't (or vice versa)
• Missing capabilities or functions
• Unclear RACI for key processes

3. Design Options

Present 2-3 structural alternatives with trade-offs:

| Design Option | Pros | Cons | Best For | |--------------|------|------|----------|

4. Recommended Design

• Proposed org structure (describe the changes)
• Target spans and layers
• RACI clarifications for key processes
• Shared services opportunities
• Expected headcount impact and cost savings

5. Implementation Approach

• Phased transition plan
• Change management requirements
• Communication plan outline
• Risks and mitigation strategies

Pricing Analysis

Run a comprehensive pricing analysis — assesses current pricing, analyzes competition, estimates willingness-to-pay, designs optimal pricing architecture, quantifies revenue impact, and builds an implementation roadmap

Conduct a full pricing analysis for $ARGUMENTS.

This command chains together multiple pricing strategy methodologies to deliver an end-to-end pricing recommendation with financial projections.

Phase 1: Current Pricing Assessment

1.1 Current Model Audit

• Document the current pricing model (per-seat, usage-based, flat-rate, hybrid, etc.)
• Map all current tiers, plans, add-ons, and their price points
• Identify the current pricing metric (what unit does the customer pay for?)
• Calculate current blended ARPU, ACV, and revenue mix by tier/plan
• Assess current gross margin by plan/tier

1.2 Pricing Health Diagnostics

Evaluate each indicator and flag issues:

| Diagnostic | Healthy Signal | Warning Signal | |---|---|---| | Tier distribution | 20-30% / 45-55% / 15-25% across tiers | >60% on lowest tier (underpriced or poor fencing) | | Discount frequency | <30% of deals discounted | >50% of deals discounted (pricing too high or poor discipline) | | Average discount depth | <15% | >25% (pricing integrity eroding) | | Win rate vs. price objection | Price is #3+ objection | Price is #1 objection consistently | | Net revenue retention | >100% | <90% (churn or contraction problem) | | Expansion revenue | >20% of new ARR | <10% (no natural upgrade path) | | Monthly-to-annual mix | >50% annual | <30% annual (commitment problem) | | Time since last price change | <18 months | >24 months (likely underpriced) |

1.3 Issue Identification

Based on the audit, identify and rank the top 3-5 pricing issues:

• Underpricing (leaving money on the table)
• Overpricing (losing deals on price)
• Poor tier design (wrong features in wrong tiers)
• Weak price fencing (too easy to stay on low tier)
• Missing expansion path (no natural upsell triggers)
• Discount leakage (too many discounts, too deep)
• Model misalignment (pricing metric does not track value)
• Competitive vulnerability (priced above value-line vs. competitors)

Phase 2: Competitive Price Positioning

2.1 Competitive Price Map

Create a structured comparison table:

| Competitor | Pricing Model | Entry Price | Mid-Tier Price | Enterprise Price | Key Differentiator | |---|---|---|---|---|---| | [Competitor 1] | | | | | | | [Competitor 2] | | | | | | | [Competitor 3] | | | | | | | [Our Product] | | | | | |

2.2 Price-Value Analysis

For each competitor, score on key value dimensions (1-10) and plot price vs. value:

• Calculate composite value score (weighted by customer importance)
• Identify the fair-value line
• Determine who is overpriced and underpriced relative to value
• Position our product on the map

2.3 Competitive Insights

• Identify pricing model trends in the market (e.g., shift to usage-based)
• Note any recent competitor price changes and market reaction
• Flag competitive vulnerabilities we can exploit through pricing
• Assess the pricing "white space" (underserved price-value positions)

Output: Price positioning map (2x2: price vs. value) and competitive comparison matrix

Phase 3: Price Elasticity & Willingness-to-Pay

3.1 Price Elasticity Estimation

Estimate demand elasticity using available data:

• If historical price changes exist: calculate arc elasticity
• If no data: use analogous product benchmarks and expert judgment framework
• Classify as inelastic (<1), unit elastic (=1), or elastic (>1)
• Estimate elasticity by segment if possible (enterprise vs. SMB vs. self-serve)

3.2 Willingness-to-Pay Estimation

Using the best available method:

• If customer data available: Conduct Economic Value Estimation (EVE)
• If survey possible: Recommend Van Westendorp or Gabor-Granger approach with specific questions
• If neither: Use competitive triangulation + internal expert calibration

For each segment, determine: | Segment | Estimated WTP Range | Current Price | Gap | |---|---|---|---| | [Segment 1] | $X - $Y | $Z | Over/Under by $N | | [Segment 2] | $X - $Y | $Z | Over/Under by $N | | [Segment 3] | $X - $Y | $Z | Over/Under by $N |

3.3 Value Driver Analysis

Rank the top 5 value drivers by customer importance and willingness-to-pay:

1. [Feature/benefit]: WTP premium of $X
2. [Feature/benefit]: WTP premium of $X
3. [Feature/benefit]: WTP premium of $X
4. [Feature/benefit]: WTP premium of $X
5. [Feature/benefit]: WTP premium of $X

Output: WTP ranges by segment, elasticity estimates, and value driver ranking

Phase 4: Optimal Pricing Architecture

4.1 Pricing Model Recommendation

Based on the analysis:

• Recommend the optimal pricing model (or confirm current model)
• Define the pricing metric and justify why it aligns with value
• Specify any model changes needed (e.g., shift from flat-rate to usage-based)

4.2 Tier Design

Design the recommended tier structure:

| | Tier 1 (Name) | Tier 2 (Name) | Tier 3 (Name) | |---|---|---|---| | Target segment | | | | | Price | | | | | Key features | | | | | Usage limits | | | | | Support level | | | | | Target % of customers | | | |

4.3 Feature Fencing

For each major feature, specify which tier includes it and why:

• Core features: which tier and rationale
• Differentiating features: which tier and upgrade-driver role
• Premium features: which tier and WTP justification

4.4 Add-Ons and Expansion

• Recommend add-on products/features and their prices
• Design upsell triggers and upgrade paths
• Specify volume discounts or usage-based components

4.5 Discount Governance

• Set discount approval matrix (who can approve what level)
• Define acceptable discount reasons and required quid pro quo
• Establish floor prices (minimum acceptable price per tier)

Output: Complete pricing architecture with tiers, features, prices, and governance rules

Phase 5: Revenue Impact Quantification

5.1 Revenue Model: Current State

Calculate baseline revenue:

| Metric | Current Value | |---|---| | Total customers | | | Customer mix by tier | | | Blended ARPU | | | Monthly recurring revenue | | | Annual recurring revenue | | | Net revenue retention | | | Expansion revenue rate | |

5.2 Revenue Model: Proposed State

Project revenue under new pricing:

| Metric | Current | Year 1 | Year 2 | Year 3 | |---|---|---|---|---| | New customer ARPU | | | | | | Existing customer ARPU | | | | | | Blended ARPU | | | | | | Total customers | | | | | | MRR | | | | | | ARR | | | | | | Net revenue retention | | | | |

5.3 Scenario Analysis

Model three scenarios:

| Scenario | Assumptions | ARR Impact | |---|---|---| | Conservative | Lower conversion, some churn from price increase | +$X (+Y%) | | Base case | Expected conversion and retention | +$X (+Y%) | | Optimistic | Higher uptake of premium tiers, lower churn | +$X (+Y%) |

5.4 Risk Assessment

• Churn risk: estimated customer loss from price changes
• Competitive risk: likelihood of competitive response
• Execution risk: implementation complexity
• Timeline risk: delays in rollout

Output: Financial projections table, scenario analysis, and risk assessment

Phase 6: Implementation Roadmap

6.1 Pre-Launch (Weeks 1-6)

• [ ] Finalize pricing architecture and get executive approval
• [ ] Update billing and CRM systems
• [ ] Train sales team on new pricing, talk tracks, and objection handling
• [ ] Prepare customer communication materials
• [ ] Brief customer success team on grandfathering policy
• [ ] Update website, pricing page, and marketing collateral
• [ ] Set up tracking for key metrics (conversion, churn, ARPU, win rate)

6.2 Soft Launch (Weeks 7-8)

• [ ] New pricing for new customers only
• [ ] Monitor conversion rate vs. baseline daily
• [ ] Collect feedback from sales team and early customers
• [ ] Adjust messaging or positioning if needed (not price)

6.3 Existing Customer Communication (Weeks 9-12)

• [ ] Send advance notice to existing customers (60-90 days before change)
• [ ] Offer early renewal at current pricing (creates urgency)
• [ ] Provide clear timeline: current price until [date], new price after
• [ ] Make grandfathering policy explicit and generous

6.4 Full Rollout (Weeks 13+)

• [ ] New pricing applies to all new customers and non-renewed existing
• [ ] Grandfather period begins for existing customers (1-2 renewal cycles)
• [ ] Weekly monitoring of key metrics
• [ ] Monthly pricing review for first 3 months

6.5 Ongoing Optimization

• [ ] Quarterly pricing review cadence
• [ ] A/B test pricing page elements (layout, anchoring, CTAs)
• [ ] Annual competitive pricing audit
• [ ] Customer WTP research refresh every 12-18 months

Output: Gantt-style implementation timeline with owners, milestones, and success metrics

Deliverable Format

Present the complete analysis as a structured report with:

1. Executive Summary (1 page): key findings, recommended price, and projected revenue impact
2. Current State Assessment: audit findings and identified issues
3. Competitive Positioning: price map and comparison matrix
4. WTP Analysis: customer value and price sensitivity findings
5. Recommended Architecture: tier design, prices, features, governance
6. Financial Projections: revenue model with scenarios
7. Implementation Plan: phased roadmap with timeline
8. Appendix: detailed data tables, methodology notes, assumptions

Use tables, matrices, and structured formats throughout. Provide specific numbers and actionable recommendations, not generic advice.

Risk Assessment

Conduct enterprise risk assessment with quantification and mitigation strategies

Use the business-consulting:risk-management skill to conduct a comprehensive risk assessment.

Analysis Steps

1. Risk Identification — Identify risks across all categories: strategic, operational, financial, compliance, reputational, technology, and external/geopolitical. For each, document the risk event, potential causes, and potential consequences.

2. Risk Quantification — Score each risk on probability (1–5) and impact (1–5). Calculate inherent risk scores. Present as a risk register: | ID | Category | Risk Description | Probability | Impact | Risk Score | Owner | |----|----------|-----------------|:-----------:|:------:|:----------:|-------|

3. Risk Heat Map — Plot risks on a 5×5 probability × impact matrix. Classify zones as:

   • Critical (Red): Score 15–25 — Immediate action required
   • High (Orange): Score 10–14 — Active mitigation needed
   • Medium (Yellow): Score 5–9 — Monitor and plan
   • Low (Green): Score 1–4 — Accept and monitor

4. Risk Appetite Definition — Define risk appetite by category (what level of risk is acceptable). Establish tolerance thresholds that trigger escalation.

5. Mitigation Strategies — For each critical and high risk, design a mitigation strategy using the 4T framework: | Risk | Strategy | Actions | Cost | Residual Risk | Owner | Timeline | |------|----------|---------|------|:-------------:|-------|----------|

   • Treat: Reduce probability or impact through controls
   • Transfer: Shift risk to third party (insurance, outsourcing, hedging)
   • Tolerate: Accept the risk with monitoring
   • Terminate: Exit the activity that creates the risk

6. Key Risk Indicators (KRIs) — Design early warning indicators for top risks. Include thresholds (green/amber/red), data sources, and monitoring frequency.

7. Risk Monitoring Dashboard — Design a reporting framework with board-level summary, management detail, and operational metrics.

8. Scenario Analysis — For the top 3 risks, model best case, base case, and worst case scenarios with financial impact estimates.

Output Requirements

• Risk register must include all identified risks with full scoring
• Heat map should be presented as a labeled grid
• Quantify financial exposure for top risks (expected loss range)
• Include clear ownership and timelines for all mitigation actions
• End with executive summary of top 5 risks and recommended immediate actions

Scenario Planning

Build scenario plans for strategic decision-making under uncertainty

Develop strategic scenarios for $ARGUMENTS.

Instructions

1. Identify Key Uncertainties

• List the 5-7 most impactful uncertainties affecting the strategic question
• Rate each on two dimensions: Impact (H/M/L) and Uncertainty (H/M/L)
• Select the top 2 uncertainties with highest impact AND highest uncertainty — these become your scenario axes

2. Build 2x2 Scenario Matrix

Use the two critical uncertainties as axes to create 4 distinct scenarios:

| | [Uncertainty 1: Outcome A] | [Uncertainty 1: Outcome B] | |---|---|---| | [Uncertainty 2: Outcome A] | Scenario 1: [Name] | Scenario 2: [Name] | | [Uncertainty 2: Outcome B] | Scenario 3: [Name] | Scenario 4: [Name] |

Give each scenario a memorable, descriptive name.

3. Develop Each Scenario

For each of the 4 scenarios, describe:

• Narrative: What does this world look like? (3-5 sentences)
• Key indicators: What signals would tell us this scenario is materializing?
• Impact on client: How does this scenario affect revenue, margins, competitive position?
• Probability estimate: Likelihood of this scenario (all four should roughly sum to 100%)

4. Strategy Stress-Test

For the client's current strategy (or proposed strategy):

• How does it perform in each scenario?
• In which scenarios does it succeed? Fail?
• What are the key vulnerabilities?

5. Robust Actions

Identify:

• No-regret moves: Actions that create value in ALL scenarios
• Options/hedges: Actions that preserve flexibility to pivot
• Big bets: Actions that pay off hugely in one scenario but may fail in others

6. Monitoring Dashboard

• For each scenario, define 3-5 leading indicators to watch
• Define trigger points: "If [indicator] reaches [threshold], activate [contingency plan]"
• Review frequency recommendation

Set Client Context

Set the client context so all subsequent analyses are automatically tailored — store client name, industry, size, geography, and key facts

Store the following client context for use in all subsequent skill invocations and commands.

Instructions

Parse the information provided in $ARGUMENTS and extract:

1. Client name: The company or organization name
2. Industry: Primary industry / sub-sector
3. Company size: Revenue, employee count, or other size indicator
4. Geography: Headquarters location and operating regions
5. Business model: How the company makes money (SaaS, marketplace, manufacturing, services, etc.)
6. Key products/services: Primary offerings
7. Key facts: Any additional context (ownership, stage, recent events)

Context Application

Once set, automatically apply this context in all subsequent analyses:

• Market research: Focus on the client's specific industry and geography
• Competitive analysis: Compare against competitors in the client's market
• Financial analysis: Use industry-appropriate metrics and benchmarks
• Strategy frameworks: Tailor framework selection to the client's situation
• Benchmarking: Select peers of similar size, industry, and geography
• Deliverables: Use client name in headers, tailor language to the client's industry

Industry Overlay Selection

Based on the industry identified, automatically load the relevant industry overlay from references/industry-overlays/:

• Technology / SaaS → technology-saas.md
• Healthcare → healthcare.md
• Financial Services → financial-services.md
• Consumer / Retail → consumer-retail.md
• Industrial / Manufacturing → industrial-manufacturing.md

If the client's industry doesn't match one of the above, note which overlay is the closest fit and adapt accordingly.

Output

After parsing, confirm the stored context by displaying:

CLIENT CONTEXT SET
━━━━━━━━━━━━━━━━━
Client:        [Name]
Industry:      [Industry / Sub-sector]
Size:          [Revenue / Employees]
Geography:     [HQ + Operating Regions]
Business Model: [Model type]
Key Products:  [Products/Services]
Industry Overlay: [Which overlay applies]
━━━━━━━━━━━━━━━━━
This context will be applied to all subsequent analyses.
Use /set-context again to update.

If any critical information is missing, ask for it. At minimum, client name and industry are required.

Strategy Deck

Create a consulting-style strategy presentation outline with slide-by-slide storyboard

Create a consulting-quality strategy deck storyboard for $ARGUMENTS.

Instructions

Step 1: Define the Governing Thought

State the single most important message of the presentation in one sentence.

Step 2: Build the SCR

• Situation: What is the context? (1-2 sentences)
• Complication: What has changed? Why does this matter now? (1-2 sentences)
• Resolution: What should the client do? (1 sentence — the recommendation)

Step 3: Storyboard (Slide-by-Slide)

Create a complete slide outline with:

| Slide # | Type | Action Title | Content Description | |---------|------|-------------|-------------------|

For each slide, provide:

• Action title: A sentence that states the conclusion (not the topic)
• Slide type: Exec summary, chart, framework, text, comparison, timeline, etc.
• Content description: What data/visual goes on this slide

Step 4: Executive Summary Slide

Write the full executive summary slide content (3-5 bullets with bolded lead-ins).

Step 5: Quality Check

• Read all action titles in sequence — do they tell a complete story?
• Is the argument MECE?
• Does every slide have a clear "so what"?

Target: 15-25 slides for a typical strategy deck. Include appendix recommendations.

Apply the Pyramid Principle throughout. Every slide must have an action title that states a conclusion.

SWOT Analysis

Generate a SWOT analysis with strategic implications

Conduct a SWOT analysis for $ARGUMENTS.

Instructions

Deliver a comprehensive SWOT with strategic implications:

Step 1: SWOT Matrix

For each quadrant, provide 4-6 items with evidence:

| | Positive | Negative | |---|---|---| | Internal | Strengths: What does the company do well? Unique resources? | Weaknesses: Where does it underperform? Resource gaps? | | External | Opportunities: Market trends in its favor? Unmet needs? | Threats: Competitive moves? Regulatory risks? Market shifts? |

Step 2: TOWS Strategic Options

Generate strategies from each intersection:

• SO (Strengths × Opportunities): Use strengths to capitalize on opportunities
• WO (Weaknesses × Opportunities): Address weaknesses to exploit opportunities
• ST (Strengths × Threats): Use strengths to mitigate threats
• WT (Weaknesses × Threats): Minimize weaknesses and avoid threats

Step 3: Strategic Implications

• Top 3 strategic priorities (ranked by impact)
• Recommended immediate actions (next 90 days)

Format with clear tables. Use evidence and data for each SWOT item, not generic statements.

Talent Strategy Assessment

Assess talent strategy including workforce planning, skills gaps, retention, and compensation

Use the business-consulting:talent-strategy skill to deliver a comprehensive talent strategy assessment.

Analysis Steps

1. Workforce Composition Analysis — Profile the current workforce by function, level, tenure, location, and demographics. Identify critical roles and single points of failure.

2. Strategic Workforce Plan — Forecast workforce demand based on business strategy (growth plans, new capabilities, transformation initiatives). Compare to current supply. Identify quantity and quality gaps: | Role/Skill | Current Supply | Future Demand (12 mo) | Gap | Action Required | |------------|:-:|:-:|:-:|---|

3. Skills Gap Analysis — Map current capabilities vs. future needs. Score skills on criticality (must-have vs. nice-to-have) and current proficiency. Prioritize gaps by business impact.

4. Compensation Benchmarking — Benchmark total compensation (base + bonus + equity + benefits) against market for critical roles. Identify where the company is below market and the risk that creates.

5. Retention Risk Assessment — Identify high-risk populations (flight risk × impact of loss). Calculate cost of turnover for critical roles. Design targeted retention strategies.

6. Succession Planning — Identify the top 10 critical roles. Assess bench strength (ready now, ready in 1–2 years, no successor). Flag roles with no succession plan.

7. Talent Acquisition Effectiveness — Evaluate hiring process (time-to-fill, cost-per-hire, quality of hire, offer acceptance rate). Identify bottlenecks and improvement opportunities.

8. Talent Strategy Roadmap — Prioritize initiatives across: hire, develop, retain, restructure. Include quick wins (0–90 days) and strategic initiatives (3–12 months) with investment requirements.

Output Requirements

• Use tables for workforce gaps, compensation benchmarks, and succession plans
• Quantify: headcount gaps, compensation gaps to market, cost of turnover, investment required
• Include a risk heat map for retention (flight risk × impact)
• End with top 5 talent priorities and a 90-day action plan

Turnaround Playbook

End-to-end turnaround playbook — diagnoses performance issues, identifies cost savings, designs operational improvements, and builds an implementation plan

Develop a comprehensive turnaround plan for $ARGUMENTS.

This is a multi-phase playbook for companies facing margin pressure, revenue decline, or operational distress.

Phase 1: Diagnostic (operations-analysis + financial-analysis)

1.1 Financial Health Assessment

• Revenue trend (3-year): growing, flat, or declining?
• Margin trend: gross margin, EBITDA margin, net margin — what's deteriorating and why?
• Cash position: current cash, burn rate, runway
• Working capital: DSO, DPO, DIO — any acute cash conversion issues?
• Debt obligations: debt maturities, covenant compliance, refinancing risk

1.2 Revenue Diagnosis

• Revenue by segment/product/geography: where is growth? Where is decline?
• Customer concentration: top 10 customers as % of revenue
• Churn/retention metrics: are we losing customers? Which ones? Why?
• Pricing analysis: are we discounting too aggressively? Are prices competitive?
• Pipeline health: is the sales pipeline growing or shrinking?

1.3 Cost Diagnosis

• Cost structure: COGS, S&M, R&D, G&A as % of revenue — benchmark each against peers
• Year-over-year change: which cost categories grew faster than revenue?
• Headcount analysis: revenue per employee trend, function mix, spans and layers
• Discretionary spend review: identify categories that can be reduced immediately

1.4 Root Cause Summary

For each underperforming area, identify:

• Is the root cause market (demand decline, competitive pressure)?
• Is it operational (inefficiency, quality issues, process failures)?
• Is it strategic (wrong market, wrong product, wrong business model)?
• Is it organizational (talent gaps, leadership gaps, cultural issues)?

Phase 2: Stabilization — Quick Wins (0-90 days)

2.1 Cash Preservation

• Freeze discretionary spending (travel, consulting, non-critical projects)
• Accelerate collections (reduce DSO through aggressive follow-up)
• Extend payables (negotiate longer terms with suppliers)
• Defer non-critical capex
• Quantify: how many months of runway does this buy?

2.2 Revenue Protection

• Identify at-risk customers, deploy retention team
• Protect key accounts with dedicated attention
• Pause price increases that could trigger churn
• Focus sales effort on highest-probability deals in pipeline

2.3 Immediate Cost Actions

• Contract renegotiation (top 10 vendors by spend)
• License and subscription audit (eliminate unused tools)
• Travel policy tightening
• Hiring freeze (with exceptions for revenue-critical roles)

2.4 Quick Win Savings Table

| Initiative | Category | Monthly Savings | One-Time Cost | Implementation Time | |-----------|----------|----------------|---------------|-------------------| | [Item] | [Cat] | [$] | [$] | [Weeks] |

Phase 3: Restructuring — Medium-Term (3-12 months)

3.1 Cost Transformation

• Organizational restructuring (right-sizing, spans & layers optimization)
• Supplier consolidation and strategic sourcing
• Real estate footprint optimization
• Technology rationalization (consolidate systems, eliminate redundancy)
• Shared services implementation for back-office functions

3.2 Revenue Rebuilding

• Product/service portfolio rationalization (cut unprofitable offerings)
• Pricing optimization (value-based repricing, discount governance)
• Channel optimization (focus on highest-ROI channels)
• Sales force effectiveness (territory redesign, quota recalibration, tooling)

3.3 Process Improvement

• Map top 5 processes by cost/volume
• Identify waste using Lean 8 Wastes framework
• Design and implement improved processes
• Automation opportunity assessment for high-volume, rule-based tasks

3.4 Restructuring Savings Table

| Initiative | Annual Savings | Investment Required | Payback (months) | Owner | Timeline | |-----------|---------------|-------------------|-----------------|-------|----------| | [Item] | [$] | [$] | [#] | [Name] | [Q#] |

Phase 4: Transformation — Structural (12+ months)

4.1 Strategic Repositioning

• Redefine target market and value proposition (if market-driven decline)
• Business model evolution (if structural disruption)
• Portfolio strategy: exit declining businesses, invest in growth areas

4.2 Capability Building

• Technology modernization roadmap
• Talent strategy (upskill, hire, or acquire key capabilities)
• Innovation pipeline development

4.3 Culture Reset

• Identify cultural barriers to turnaround
• Define target culture and behaviors
• Leadership alignment and communication plan

Phase 5: Deliverable

Turnaround Plan Summary

Structure as a 15-20 page report:

1. Executive summary (situation, root causes, recommendation, expected outcomes)
2. Financial diagnosis (2-3 pages with charts)
3. Root cause analysis (1-2 pages)
4. Stabilization actions — 90-day plan (2 pages)
5. Restructuring roadmap — 12-month plan (3-4 pages)
6. Transformation initiatives — 24-month horizon (2-3 pages)
7. Savings waterfall: current cost base → Phase 1 savings → Phase 2 savings → Phase 3 savings → target cost
8. Financial projections (Base/Upside/Downside scenarios)
9. Governance and tracking (PMO structure, KPIs, reporting cadence)
10. Risk register

One-Page Savings Waterfall

Visual: Starting margin → Quick wins → Restructuring → Transformation → Target margin