enterprise-ai-skills

Multi-agent pipeline that builds a polished presentation deck from a single topic. Four agents work in sequence — Strategist defines the narrative, Builder creates the deck, Critic reviews it like a McKinsey EM, Fixer applies the top fixes. Use when you need a presentation that survives senior audiences.

Build a Day-1 hypothesis tree — your best-guess answer to the governing question, broken into 2–3 supporting sub-hypotheses, with the test that would prove or kill each one. Different from an issue tree (which decomposes the problem space). This commits to an answer before you do the work, so the work targets what would actually change your mind. Use at the start of any analysis where you'd otherwise "boil the ocean."

Generate McKinsey-style consulting charts as native python-pptx objects (editable inside PowerPoint). Three workhorse types — bar+callout for TAM/single-number stories, stacked column over time for revenue/usage mix, and waterfall for drivers/bridge analysis. Use when you need a chart that looks like it came from an EM-reviewed deck, not from Excel defaults.

Map the people who can make or break a decision onto a Power/Interest grid, with each named stakeholder's stance (champion / skeptic / blocker / unknown), what they care about, and the single influence move you'll make for them. Use before any cross-functional decision, big launch, reorg, or executive ask — anywhere the politics will decide the outcome more than the merits.

Force the "so what" out of a messy pile of raw inputs — interview notes, customer transcripts, survey results, research dumps, meeting recordings — into 3 insights with evidence and implication. Use when you have more data than you have meaning, and someone is about to ask "ok, so what does this mean?" Different from summarization; output must change how the reader acts.

Answer-first writing using the Minto Pyramid Principle. Lead with the conclusion, then 2–4 MECE supporting arguments, then evidence under each. Use whenever you have a recommendation, finding, or assessment to communicate in writing — memos, emails to execs, Slack updates that need to land, briefing docs. Different from the Decision Memo Builder (which is a specific 1-page decision artifact); this is the general writing method.

Design a half-day or full-day strategy workshop that ends with a committed decision and named owners — not a "great discussion" with no artifact. Outputs an hour-by-hour agenda, breakout prompts with expected outputs, pre-reads, facilitator playbook for when things go sideways, and the post-workshop artifact that justifies the day. Use for offsites, leadership alignment sessions, kickoff workshops, planning meetings >2 hours.

Score and prioritize AI use cases for your own job. Given a list of candidate use cases (or a description of your workflow), evaluates each on Value × Feasibility × Safety and tiers them — Do Now / Do This Quarter / Park / Avoid. Use when you've heard "we should use AI more" and need to figure out what to actually build first. Built for the individual IC, not org-wide rollout.

Personal meeting prep tool. Given a meeting (attendees, topic, desired outcome), generates a tight prep packet — 3-bullet pre-read, time-boxed agenda, your top 3 talking points, and the top 3 objections you'll face with rebuttals. Use before any meeting where you're driving an outcome — exec reviews, stakeholder pitches, scope negotiations, manager 1:1s with an ask, vendor calls.

Builds a 1-page decision memo (context → options → recommendation → risks → ask) enforcing McKinsey memo DNA — brutal brevity, SCP storyline clarity, decision-forcing output, evidence density. Use when drafting a memo for a leadership decision, a scope cut, a buy/build/partner call, a roadmap slip, or any "should we X?" moment that needs a yes/no from a specific person by a specific date.

Reviews decks, documents, and strategies like a McKinsey engagement manager. Grades each section, flags structural problems, and gives the top 3 fixes. Use after building a deck, writing a strategy doc, or outlining a recommendation — before it goes to stakeholders.

SCPR (Situation-Complication-Problem-Recommendation) framework for structured problem solving and executive communication. Use when users need to structure strategic arguments, analyze business situations, create executive summaries, or develop clear problem statements using McKinsey-style communication. Apply when structuring recommendations, writing memos, or organizing strategic thinking.

McKinsey-style issue tree framework for breaking down complex problems into MECE (Mutually Exclusive, Collectively Exhaustive) components. Use when users need to decompose strategic questions, structure analysis, create work plans, or prepare for case interviews. Apply hypothesis-driven approach to problem-solving.