| name | decision-memo |
| description | When the user wants to write an executive memo, build a persuasive narrative, present a recommendation to a senior stakeholder, or structure an argument using the Pyramid Principle. Use when PMC says "write the narrative for X", "how do I sell this internally", "stakeholder alignment", "build coalition", "decision memo", "exec brief", "how do I present this to Denis / Luc / Fred / board", "one-pager", "make this persuasive", or "pyramid this." |
| allowed-tools | Read, Write, AskUserQuestion |
Decision Memo & Executive Communication
Module 06 of the McKinsey Strategy OS. Build the narrative that gets decisions made. For pitch decks, sales one-pagers, and objection-handling scripts, load sales-enablement skill instead.
Pyramid Principle
Answer first, then support. The recommendation sits at the top — not at the end.
Why: decision-makers decide with the first paragraph, not the last. If they have to wait for page 3 to understand what you're recommending, you've lost them at page 1.
Structure:
- Governing thought at the top (the one thing you want them to leave with)
- Supporting arguments below (3 MECE points that together prove the governing thought)
- Evidence below each argument (data, examples, comparisons)
Read top-down for the recommendation. Read bottom-up to verify the logic. If the logic doesn't hold bottom-up, the memo isn't done.
SCR Spine
Situation / Complication / Resolution. The 3-sentence executive spine that every memo opens with.
- Situation = what is true, stated neutrally. No evaluation, no urgency. Just the fact.
- Complication = why that creates tension or urgency. The delta between what is and what must be.
- Resolution = what you recommend and why now. One sentence. Specific action.
The SCR spine is 3 sentences, not 3 paragraphs. If it's longer, cut.
Example:
"Our trial-to-paid conversion rate has been flat at 3% for six months. [Situation] At this rate, we will miss our Q3 revenue target by 40% even if top-of-funnel doubles. [Complication] We recommend shifting from time-limited trials to usage-limited freemium with a 14-day Pro upgrade prompt. [Resolution]"
Governing Thought
The single insight that drives everything else in the memo.
Test: "If I could say only one thing to this decision-maker, what would it be?" That is the governing thought.
It is a claim, not a topic. The difference:
- Topic: "Our pricing strategy" — not a governing thought
- Claim: "We are undercharging our enterprise segment by 40%, and raising price now would increase ARR by $800K with minimal churn risk" — governing thought
The governing thought should be surprising enough to create engagement and specific enough to be falsifiable. If someone can say "that's obvious" or "that's not verifiable," rewrite it.
MECE Arguments
Three supporting points that together fully justify the governing thought.
Mutually exclusive: the points don't repeat each other. If two points are saying the same thing in different words, merge them or delete one.
Collectively exhaustive: together, they cover the full case. A reader should feel that after three points, nothing important has been left out.
Test for MECE: "Can I remove one point and still have a complete argument?" If yes, that point is redundant.
Three is almost always enough. More than three signals weak structure — you haven't found the right level of abstraction. Group the lower-level points under the three that remain.
The Ask
One specific decision or action. Not a list of next steps.
The ask is what you need from this person in this meeting. If they say yes, something changes. If they say yes and nothing changes, it wasn't a real ask.
Bad ask: "We'd love your thoughts and guidance on the direction."
Good ask: "We're asking for your sign-off on the $150K budget reallocation from brand to performance by end of week."
The ask must be:
- One thing (not three "options to consider")
- Specific (names a decision, a number, or a date)
- Owned (this person has the authority to say yes)
Anticipated Objection
Name the hardest pushback this audience will raise. Answer it in the memo before they can raise it.
Why: showing you've thought about the objection signals preparation and builds credibility. It also pre-empts the meeting from going sideways on a predictable question.
How to find it: "If I were this person's trusted advisor, what would I tell them to push back on?" That's the objection to answer.
Answer it directly — not by dismissing it, but by acknowledging it and then explaining why the recommendation holds anyway.
Cross-Reference
For pitch decks to external audiences, sales one-pagers, and objection-handling scripts for sales conversations, load sales-enablement skill. Decision memos are internal; sales materials are external. The structure differs.
Output Structure
Every decision memo delivers:
- SCR — 3 sentences: Situation, Complication, Resolution
- Governing thought — one claim (not a topic)
- Supporting arguments — 3 MECE points
- The ask — one specific decision or action
- Anticipated objection + answer — the hardest pushback, pre-answered
Quality Bar
Common Rationalizations
| Rationalization | Reality |
|---|
| "I need to give context before I make the recommendation" | That's Situation + Complication. Two sentences. Then Resolution. The recommendation is not the last slide — it's the third sentence. |
| "Three supporting points isn't enough" | Three MECE points is almost always enough. More points signal weak structure, not thorough thinking. If you have six points, you haven't found the right abstraction level yet. |
| "The audience will have questions — I can't anticipate them" | You can anticipate the hardest one. Answer that in the memo. Let the others come in discussion. |
| "One-pager vs. deck depends on the audience" | For decision memos, always start with the SCR spine. The format (one-pager, deck, email) is secondary to the structure. Structure first, format second. |
