القائمة
Consulting engagement lifecycle: strategy, financial modeling, proposals, pricing, implementation, due diligence, change management, governance, and deliverables.
التثبيت باستخدام Codex أو Claude انسخ هذا Prompt والصقه في Codex أو Claude أو مساعد آخر ليراجع صفحة Skill ويثبّتها لك.
استنادا إلى تصنيف SOC المهني
Design and execute organizational change management programs. Covers transformation planning, stakeholder engagement, resistance management, communication strategy, training design, and adoption measurement. Use when planning any organizational change, from digital transformations to culture shifts.
Conduct commercial, operational, financial, strategic, and technology due diligence for M&A, investment, partnership, or vendor decisions. Use when assessing acquisition targets, performing quality of earnings analysis, evaluating working capital, reviewing technology and IP, planning post-merger integration, quantifying synergies, or any situation requiring rigorous business assessment and risk identification.
Develop consulting pricing models and commercial strategy for engagements. Use when structuring fees (fixed, T&M, value-based, retainer, outcome-based), building rate cards, modeling engagement economics, setting payment terms, analyzing margins, planning discount strategy, or preparing commercial terms for proposals and SOWs.
Guide the first weeks of a consulting engagement from contract signature through a running project. Covers kickoff workshop design, discovery phase planning, stakeholder mapping, and standing up workstreams and cadences. Use when launching a new engagement, onboarding a new client, or resetting a stalled project.
Build financial models for business cases including ROI, NPV, IRR, scenario analysis, and total cost of ownership. Use when developing investment recommendations, comparing strategic options, quantifying the value of initiatives, building business cases, performing cost-benefit analysis, or valuing a business unit for strategic decisions. Covers standard financial analysis workflows (ROI, business case, cash flow projections, break-even, DCF) and advanced techniques (EVA, MIRR, real options, Monte Carlo thinking, discount rate selection).
Bridge strategy to execution through structured option development, business case construction, roadmap design, and implementation planning. Use when translating a strategic recommendation into an investable, executable plan... covering option generation and scoring, financial projections and sensitivity analysis, phased roadmaps with dependencies, and detailed implementation plans with workstreams, governance, and resource allocation. Covers the full arc from "we have a recommendation" to "here's how we execute it."
| name | management-consulting |
| description | Consulting engagement lifecycle: strategy, financial modeling, proposals, pricing, implementation, due diligence, change management, governance, and deliverables. |
Skills for the full consulting engagement lifecycle, from problem structuring through implementation and close-out.
When the user's request matches a topic below, read the corresponding reference file and follow its instructions.
| Topic | Reference File | When to Load |
|---|---|---|
| Strategic Analysis | references/strategic-analysis.md | Issue trees, hypothesis development, framework application (Five Forces, PESTLE, 7S, VRIO), cross-framework synthesis, competitive positioning |
| Financial Modeling | references/financial-modeling.md | Business cases, ROI/NPV/IRR, scenario analysis, cost-benefit, TCO, sensitivity analysis, break-even |
| Proposal Development | references/proposal-development.md | RFP analysis, proposal writing, SOW creation, pitch decks, value propositions, oral defense |
| Engagement Setup | references/engagement-setup.md | Kickoff design, discovery planning, stakeholder mapping, standing up workstreams, the first two weeks |
| Engagement Pricing | references/engagement-pricing.md | Fee structures (fixed, T&M, value-based, retainer), rate cards, engagement economics, commercial terms |
| Implementation Planning | references/implementation-planning.md | Options evaluation, business cases, roadmaps, phased plans, workstreams, dependencies, program recovery |
| Due Diligence | references/due-diligence.md | Commercial, operational, financial, strategic, and technology DD, integration planning, synergy quantification |
| Change Management | references/change-management.md | Transition planning, stakeholder engagement, resistance management, communication strategy, adoption measurement |
| Process Excellence | references/process-excellence.md | DMAIC, value stream mapping, root cause analysis, process mining, control plans, waste identification |
| Org Design | references/org-design.md | Operating models, structure design, role frameworks, spans of control, transition planning |
| Project Governance | references/project-governance.md | Steering committees, stage gates, RACI, decision rights, risk registers, status reporting (RAG) |
| Client Deliverables | references/client-deliverables.md | Reports, executive presentations, storylining, slide design, board decks, PE IC memos |
| Workshop Facilitation | references/workshop-facilitation.md | Strategy offsites, design thinking sessions, innovation sprints, facilitation guides, participant dynamics |
| Thought Leadership | references/thought-leadership.md | POVs, white papers, case studies, industry briefs, thesis development |
| Project Closeout | references/project-closeout.md | Deliverable handover, knowledge transfer, lessons learned, benefits tracking, transition to BAU |
For PPTX slide generation with pptxgenjs, also load references/pptx-generation.md.
Multiple references can be loaded when the request spans topics (e.g., a due diligence engagement needs due-diligence.md + financial-modeling.md + client-deliverables.md).
Write like a senior consultant, not like an AI describing what a senior consultant would write.
Prioritize depth on the 2-3 sections where the real insight lives. Don't give every section equal airtime. If the problem is clearly in one area, go deep there and sketch the rest. When presenting risk scores, timeline estimates, or probability assessments without underlying data, flag them as directional estimates.
