business-memo

name	business-memo
description	Writes internal business memos with clear purpose statements, structured arguments, and specific action requests for organizational communication. Use when the user needs to communicate a decision, policy change, recommendation, or announcement to internal audiences. Do NOT use for external business letters (use `business-letter`), meeting notes (use `meeting-notes`), or status updates (use `status-update`).
license	Apache-2.0
metadata	{"author":"foundry-skills","version":"1.0.0","tags":"writing business-writing decision-making","category":"writing","subcategory":"business-writing","depends":"","disclaimer":"none","difficulty":"beginner"}

Business Memo Writing

When to Use

Use this skill when any of the following triggers apply:

• The user needs to communicate a decision already made to internal audiences -- employees, department heads, direct reports, or cross-functional teams
• The user needs to make a formal recommendation upward -- presenting options, evidence, and a preferred course of action to a manager, committee, or executive
• The user needs to announce a policy change -- new rules, revised procedures, compliance requirements, or operational standards with effective dates
• The user needs to escalate a problem or risk -- bringing an issue to leadership's attention with context, urgency, and a requested response
• The user needs to create a written record of a verbal decision, informal agreement, or organizational change for organizational memory and accountability
• The user needs to communicate a budget, resource, or headcount decision that affects team structure, reporting, or work allocation
• The user needs to issue a formal call to action to a defined group with a hard deadline -- approvals, compliance acknowledgments, system migrations, policy sign-offs

Do NOT use this skill when:

• The user needs to write to an external audience -- clients, vendors, regulators, or partners (use business-letter)
• The user needs to document what happened in a meeting -- who said what, decisions made, agenda coverage (use meeting-notes)
• The user needs a recurring status update or progress report on a project or initiative (use status-update)
• The user needs a full analytical business report with methodology, data appendices, and executive summary (use business-report)
• The user needs a simple email to a colleague -- informal internal communications below the formality threshold of a memo do not require this structure
• The user needs a press release or external announcement -- public communications require different framing, legal review considerations, and distribution logic
• The user needs meeting agenda creation -- prospective meeting structure is a different format than declarative internal communication

---

Process

Step 1: Gather the Four Non-Negotiable Inputs

Before writing a single word, establish these four elements. If the user has not provided them, ask:

• Purpose type -- Is this a decision memo, recommendation memo, policy memo, escalation memo, or informational memo? Each has a different structure (see Step 2).
• Audience and authority relationship -- Is the memo going downward (manager to staff), upward (staff to leadership), or laterally (peer to peer/department to department)? This determines tone, assumed knowledge level, and how much justification is required.
• The main message in one sentence -- Force the user to articulate the single most important thing the reader must know or do. If they cannot do this, the memo is not ready to write.
• Required action and deadline -- What exactly must each recipient do, and by when? "No action required" is a legitimate answer but must be stated explicitly.

Secondary inputs to gather if not obvious from context:

• Background facts the audience may not know
• Objections or concerns the audience is likely to raise
• Who authorized or approved this communication
• Sensitivity level: routine, confidential, legally sensitive, or urgent

Step 2: Identify the Memo Type and Select the Matching Structure

Each memo type follows a different logic. Mismatching type to structure is the most common reason memos fail.

Decision Memo -- Used when the decision is final and the author has authority to make it. Structure: Decision → Rationale → Impact → Effective date → Next steps. The decision is never softened or presented as tentative. Recipients need to know what is happening, not be persuaded.

Recommendation Memo -- Used when the author is proposing action but does not have final authority. Structure: Problem/opportunity → Options considered → Recommended option with evidence → Request for decision. The tone is analytical and balanced -- the author acknowledges trade-offs rather than overselling one option. Avoid language that pressures the decision-maker; present the case and let the evidence speak.

Policy Memo -- Used to announce, revise, or rescind a formal organizational rule. Structure: Policy statement → Rationale → Scope (who it applies to) → Compliance requirements → Effective date → Enforcement. Policy memos must be precise -- vague language creates compliance gaps. Every "must," "should," and "may" carries different obligation weight; use them deliberately.

Escalation Memo -- Used to bring a risk, problem, or decision that has stalled upward for resolution. Structure: Issue summary → Current status and timeline → Risk if unresolved → Decision or resource requested → Deadline. Escalation memos must avoid blame language while being direct about urgency. The goal is to get a decision, not to document fault.

Informational Memo -- Used to share updates, context, or background without requesting specific action. Structure: Key information → Why it matters to this audience → What, if anything, changes for them. Even informational memos should answer "so what?" -- pure data dumps without context do not belong in memo format.

Step 3: Write the Subject Line Before Anything Else

The subject line is the highest-leverage sentence in the memo. It determines whether the memo gets read, filed, or deleted. A strong subject line does three things in 10 words or fewer:

• Identifies what is happening
• Signals why it matters (or who it affects)
• Indicates urgency or action if applicable

Weak: "Re: Update" Weak: "Re: Policy" Weak: "Re: Q3 Matters" Strong: "Re: Remote Work Policy Revision -- Effective September 1" Strong: "Re: Q3 Budget Reallocation Approval Required by August 15" Strong: "Re: Server Migration Downtime -- Saturday, March 8, 11 PM-3 AM" Strong: "Re: Recommendation to Consolidate Regional Offices -- Decision Requested"

Use the format: [Topic] -- [Stakes/Scope] -- [Action/Date] when all three apply. For routine informational memos, topic and scope are sufficient.

Step 4: Write the Opening Paragraph Using the BLUF Principle

BLUF -- Bottom Line Up Front -- is a writing discipline borrowed from military communication doctrine and adopted by high-performing organizations specifically because busy readers rarely read past the first paragraph. The opening paragraph must be self-contained: a reader who reads only this paragraph must know what is happening and what they need to do.

The BLUF paragraph contains exactly three elements:

1. The main message or decision in one declarative sentence (not a question, not a hedge)
2. The reason it matters to this specific audience in one sentence
3. The required action and deadline if any -- one sentence

Target length: 3-5 sentences, 60-100 words. Never use the opening paragraph to warm up, provide extensive history, or acknowledge the existence of other memos. Get to the point immediately.

Common failure: Starting with "As you know..." or "This memo is intended to..." -- these are wasted words that delay the message and signal weak writing. Delete them.

Step 5: Build the Supporting Body with the Right Level of Evidence

After the BLUF paragraph, provide only the context and evidence the audience needs to understand, accept, or act on the message. The test for every sentence in the body: if removing it would leave the reader unable to understand or act, keep it. If the reader could function without it, cut it.

For decision memos: Provide rationale at the level of "here is why this decision was made," not "here is every factor we considered." 2-3 sentences of rationale is sufficient for most decisions. Detailed analysis belongs in an appendix or attached report.

For recommendation memos: Include a brief options comparison. A simple 3-column table (Option / Key Benefit / Key Risk) is more readable than three paragraphs of narrative comparison. Name the alternatives considered -- this signals analytical rigor and preempts "did you think about X?" challenges.

For policy memos: State scope precisely. Ambiguous scope is the number one cause of policy non-compliance. Specify: which roles it applies to, which locations or business units, which activities it governs, and what exceptions exist. If exceptions require approval, name who grants them.

For escalation memos: Lead with the timeline of events only if it adds context that the reader does not have. Do not pad escalation memos with history -- get to the current risk and decision needed. Decision-makers under pressure need options and a deadline, not a narrative of how the situation developed.

Body length guidance by memo type:

• Decision memo: 150-300 words of body content
• Recommendation memo: 250-500 words of body content (options table + analysis)
• Policy memo: 200-400 words (precision over brevity)
• Escalation memo: 150-250 words (urgency demands concision)
• Informational memo: 100-200 words

Total memo target: under 500 words of body content. Content beyond 500 words belongs in an attachment.

Step 6: Address Predictable Objections Proactively

High-quality memos anticipate the three to five questions the audience will immediately raise and answer them in the body rather than leaving them to generate reply emails, hallway conversations, or resistance. This technique is called "objection neutralization" and distinguishes experienced organizational communicators from novices.

To identify likely objections, ask: What does this audience stand to lose, change, or be confused by? What decision or rationale will feel arbitrary or unfair without more context? What questions will the most skeptical reader on the distribution list ask?

Address these objections directly but briefly -- one to two sentences each. Do not over-explain or become defensive. For example: "This timeline was selected to align with the Q4 system freeze, which prevents changes after December 1." This preempts "why so fast?" without generating a paragraph of justification.

Do not attempt to suppress objections or pretend complications do not exist. A memo that ignores obvious concerns erodes the author's credibility.

Step 7: Write the Next Steps Section with Precision

The Next Steps section is where memos most commonly fail. Vague next steps produce no action. Every next step must contain three elements on a single line:

• What -- the specific action in verb-noun form (e.g., "Submit your signed acknowledgment form," not "Review the new policy")
• Who -- the specific person, role, or group responsible (not "everyone" unless truly universal)
• When -- a specific date, not a relative reference like "ASAP" or "as soon as possible"

Format next steps as a table or structured bullet list for scannability. Three to five next steps is the right range for most memos. More than five suggests the memo is trying to do too much -- consider whether the scope needs narrowing.

If no action is required, state this explicitly: "No action is required from recipients at this time." This is not wasted text -- it answers the question every reader is asking.

Step 8: Review Against the Memo Quality Checklist

Before delivering the finished memo, verify:

• Subject line contains topic, scope, and action/date where applicable
• First paragraph stands alone as a complete summary of the memo
• Every section heading describes its content (not generic labels like "Details")
• No sentence assumes knowledge the audience does not have
• Every objection the audience will raise is addressed, briefly, in the body
• Every next step has an owner and a date
• A contact for questions is named
• Total body word count is under 500 words
• Tone matches the relationship: direct for downward, analytical for upward, collegial for lateral
• No jargon that a reader outside the immediate team would not understand

---

Output Format

## MEMO

**To:**      [Full recipient list -- names and titles for small groups; role/department
             for broad distribution. List in order of seniority or relevance.]
**From:**    [Author name, title, and department]
**Date:**    [Full date: Month Day, Year -- never abbreviate the month]
**Re:**      [Subject line: Topic -- Scope -- Action/Date]
**CC:**      [Optional: stakeholders who need visibility but are not primary recipients]
**Distribution:** [Optional: notes on routing or approval if relevant]

---

### Purpose

[BLUF paragraph: 3-5 sentences, 60-100 words. Contains: (1) the main message
or decision stated directly, (2) why it matters to this audience, (3) the
required action and deadline. This paragraph must stand alone for readers who
read nothing else. No warm-up, no preamble, no hedging.]

### Background

[Only include if the audience lacks context necessary to understand the
decision or recommendation. 2-3 focused paragraphs maximum. Every sentence
must pass the test: does the reader need this to understand or act? If the
audience already knows this context, omit this section entirely.]

### [Section title describing the core content -- examples below]

For Decision Memos: "Decision Details" or "What Is Changing"
For Recommendation Memos: "Options Considered" + "Recommendation"
For Policy Memos: "Policy Requirements" or "New Compliance Standard"
For Escalation Memos: "Current Status and Risk"
For Informational Memos: "Key Information"

[Core content of the memo. Use headers, bullet points, and tables for
scannability. Walls of unbroken text reduce comprehension and compliance.
For options comparison in recommendation memos, use a table:]

| Option               | Key Benefit                     | Key Risk                         |
|----------------------|---------------------------------|----------------------------------|
| [Option name]        | [Primary advantage]             | [Primary trade-off]              |
| [Option name]        | [Primary advantage]             | [Primary trade-off]              |
| [Recommended option] | [Primary advantage]             | [Primary trade-off -- mitigated] |

### Impact

[Who is affected, how they are affected, and when the change takes effect.
Be specific: "All employees in the Chicago and Denver offices" not "Some
employees." Include effective dates. If impact varies by role or group,
break it out by group rather than writing a generalized paragraph.]

### Next Steps

| Action                              | Owner                    | Deadline        |
|-------------------------------------|--------------------------|-----------------|
| [Specific verb-noun action]         | [Name or role]           | [Specific date] |
| [Specific verb-noun action]         | [Name or role]           | [Specific date] |
| [Specific verb-noun action]         | [Name or role]           | [Specific date] |

[If no action is required: "No action is required from recipients at this
time. This memo is provided for your awareness and records."]

### Questions

Direct questions to [Full Name], [Title], at [contact method]. [Optional:
note hours of availability or expected response time if relevant to urgency.]

---
*[Optional: Confidentiality classification if applicable -- e.g., "Internal
Use Only," "Confidential -- Do Not Distribute," "Attorney-Client Privileged"]*

---

Rules

1. State the main message in the first paragraph, always. Never bury the decision or recommendation after two paragraphs of background. Readers scan, not read. If the key message is not in the first 100 words, it will be missed by 40-60% of recipients in most organizational settings.

2. Never write a subject line that could apply to a different memo. "Re: Update" or "Re: HR Policy" fails the specificity test. The subject line must be specific enough that someone searching their inbox six months later can locate this memo from the subject alone.

3. Match tone to the authority relationship, not to the topic. Downward communication (manager to staff) should be direct and declarative -- recipients need clarity, not persuasion. Upward communication (recommendation to leadership) should be analytical and balanced -- decision-makers distrust advocacy that ignores trade-offs. Lateral communication should be collegial -- peer departments are not obligated to comply without cooperation.

4. Never write next steps without owners and dates. "We will review the budget" is not a next step. "Finance will submit revised projections to the CFO by March 15" is a next step. Ownerless actions are reliably ignored. Dateless actions are reliably late.

5. Never exceed two pages of memo content. Any analysis, data, or supporting documentation beyond 500 words of body content belongs in a numbered appendix or attached report, referenced in the memo body. Decision-makers who receive 4-page memos regularly either skim them or stop reading them. The memo's job is to communicate the key message; the attachment's job is to provide depth for those who need it.

6. Distinguish "must," "should," and "may" deliberately in policy memos. "Must" signals mandatory compliance with consequences for non-compliance. "Should" signals strong expectation with room for documented exceptions. "May" signals permitted but not required. Using these interchangeably creates compliance gaps that become HR and legal problems. When in doubt, use "must" for anything that is genuinely mandatory.

7. Never use passive voice to obscure accountability. "It has been decided that..." hides who made the decision, which damages credibility and invites speculation. "The Executive Committee approved this decision on March 12" is direct, accountable, and credible. Passive constructions in memos almost always signal that the author is avoiding accountability -- readers notice this.

8. Address the "so what" for the specific audience. A memo about a system migration means different things to a developer, a call center agent, and a finance analyst. If the audience is mixed, break the impact section by role rather than writing a one-size-fits-all paragraph that is too abstract to be useful to anyone.

---

Edge Cases

The Memo Announces Bad News -- Layoffs, Budget Cuts, or Project Cancellations

Bad news memos have a specific failure mode: authors front-load context and rationale in an attempt to soften the blow, leaving the audience two paragraphs in, still waiting to learn what happened. This generates distrust, not empathy. Lead with the news directly in the first sentence. Then provide rationale. Then describe what support or resources are available. Then specify next steps.

Do not use euphemistic language that obscures meaning -- "workforce optimization" for layoffs, "cost management measures" for budget cuts. Readers translate euphemisms immediately and associate them with evasiveness. Use plain language: "We are eliminating 12 positions in the regional sales division, effective June 30."

Empathy belongs in the tone, not in preamble. "I recognize this is difficult news" is appropriate when genuine. "Before I get to the main point, I want to contextualize..." is not appropriate -- it is stalling.

The Memo Is a Recommendation, Not a Final Decision

Recommendation memos must be structurally honest about who holds decision authority. Common mistake: writing a recommendation memo in the declarative tone of a decision memo, which either oversteps the author's authority or confuses the reader about whether the decision is already made.

The opening paragraph must explicitly state: "This memo presents a recommendation for your consideration and requests a decision by [date]." The closing must specify who makes the final decision, by what date, and what process follows approval (e.g., "Upon approval, Finance will initiate the vendor contract revision process").

Include an options comparison table with at least two alternatives. A recommendation with no alternatives considered is advocacy, not analysis. Decision-makers rightly push back on single-option recommendations because they cannot assess whether the author explored the solution space.

The Audience Has Mixed Familiarity with the Subject Matter

When the distribution list includes both subject-matter experts and general business readers, resist the temptation to write for the average reader -- you will end up too technical for generalists and too shallow for experts. Instead:

• Write the memo body for the generalist decision-maker
• Create a clearly labeled appendix or attachment: "Technical Details -- For IT and Engineering Teams"
• Reference the appendix in the body: "Technical implementation details are provided in Appendix A for teams responsible for execution"

This approach respects both audiences without making the main memo inaccessible to either.

The Memo Requires Multiple Internal Approvals Before Distribution

When a memo must be reviewed or approved by legal, HR, a senior executive, or a compliance officer before distribution, the draft memo should include a routing block above the memo header (removed before final distribution):

ROUTING DRAFT -- NOT FOR DISTRIBUTION
Approval Required From: [Names and roles]
Routing Deadline: [Date]
Distribution Date: [Date]

In the final distributed memo, optionally include a single line in the header: "Reviewed by: [Role]" to establish credibility with the audience. This is particularly important for policy memos that touch on legal compliance, HR matters, or regulatory requirements -- recipients are more likely to comply when they know the memo has been vetted.

The Memo Is Urgent and Needs Immediate Action

Urgency fundamentally changes memo structure. Urgency and length are inversely related -- the more urgent the situation, the shorter the memo must be.

Mark the subject line with [URGENT] or [TIME SENSITIVE] as a prefix, not a suffix. Put the deadline in the subject line and the first sentence. Cut all background that is not strictly necessary for the action requested. The Next Steps section should contain exactly one or two items -- urgent situations are not the time for comprehensive lists.

Example urgency subject line: "[URGENT] Security Vulnerability -- All Staff Must Change Passwords by 5 PM Today"

An urgent memo that exceeds one page has defeated the purpose of urgency signaling.

The Memo Documents a Verbal Decision for Organizational Memory

Sometimes the communication is not a new decision but a formalization of something already decided verbally in a meeting or phone call. These memos serve a records and alignment function, not a persuasion function.

The opening paragraph should reference the originating event: "This memo documents the decision reached in the March 12 Executive Committee meeting regarding office consolidation." This grounds the memo in a shared reference point and prevents the audience from treating it as a new decision requiring further discussion.

These memos are often shorter than decision memos because context was already established verbally. The memo's job is precision and permanence, not communication.

The Memo Crosses Organizational Boundaries -- One Department to Another

Lateral memos -- HR to Operations, IT to Finance, Legal to Sales -- require careful calibration because peer departments are not in a direct authority relationship with the author. The tone must be collaborative rather than directive, but without being so tentative that accountability for the required action is lost.

Acknowledge the peer relationship in framing: "HR is requesting Operations' partnership in rolling out the new onboarding documentation process." Use "we" where genuine collaboration is involved. Be explicit about what is a request vs. what is a mandatory compliance requirement from an authoritative policy (e.g., "Per the company-wide records retention policy, all departments are required to...").

---

Example

Input: "We're a mid-size law firm. Our managing partner wants to send a memo to all attorneys and staff announcing that we're ending our long-standing policy of providing free coffee and snacks in the break rooms, effective the end of the month. It's a cost-cutting measure. A lot of people are going to be unhappy. She wants to be honest that it's about budget but not reveal the firm's specific financial situation. She wants it to feel human, not corporate. The firm is called Hargrove & Pelletier."

---

Output:

MEMO

To: All Attorneys and Staff From: Margaret Okafor, Managing Partner Date: March 3, 2026 Re: Change to Break Room Refreshment Program -- Effective March 31

---

Purpose

Effective March 31, Hargrove & Pelletier will discontinue its complimentary break room coffee and snack program. This decision reflects current cost management priorities and applies to all offices. No action is required from staff -- the change will take effect automatically at month's end.

Why This Is Changing

I want to be direct with you: this is a budget decision. Like most firms, we are navigating a period of expense scrutiny across all non-billable cost categories, and the break room program represents a meaningful annual expenditure that we need to redirect.

This was not a decision I made lightly. The coffee and snacks have been part of our daily culture for years, and I am genuinely aware of that. But when reviewing costs that do not directly support client work or staff benefits with firm-wide impact, this one rose to the top of the list.

What Is Changing

Beginning April 1, the break room refrigerators and cabinets will no longer be restocked by the firm. Existing supplies will remain available through March 31.

What is not changing:

• Break room appliances (coffee makers, refrigerators, microwaves) remain in place and available for personal use
• Staff are welcome to bring and store personal food and beverages as always
• Water and filtered water dispensers will remain available at no cost

Facilities will send a brief note closer to March 31 with any logistics details about the appliances.

Next Steps

Action	Owner	Deadline
Break room supplies consumed or removed	All staff	March 31
Appliance availability and labeling confirmed	Facilities	March 28
Personal-use refrigerator space allocation confirmed	Office Manager	March 20

Questions

Direct questions to Elena Rossi, Office Manager, at [e-mail] or extension 204. I am also happy to answer questions directly -- my door is open, as always.

Thank you for your understanding.

-- Margaret

---

Internal Use Only

---

Why this example works -- craft notes for the AI:

The memo leads with the decision immediately, avoiding the common bad-news failure of excessive preamble. The "Why This Is Changing" header signals transparency, which the managing partner explicitly requested -- she acknowledges budget pressure without revealing financial specifics, using "expense scrutiny across all non-billable cost categories" as honest framing without being a financial disclosure. The "What is not changing" list neutralizes the most predictable objection -- "does this mean we lose the appliances too?" -- before it circulates through the office. The tone is direct and human: first-person voice, genuine acknowledgment of cultural impact, and a personal sign-off consistent with a managing partner who wants to be seen as human rather than corporate. The confidentiality marking is low-key (internal use only) because the content is not sensitive, just potentially morale-sensitive.