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Stakeholder communications — Mendelow map, audience-specific message frameworks, board deck structure, investor narrative arc, all-hands, regulatory cover letter, crisis statements, dissent.
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Basé sur la classification professionnelle SOC
AI governance — EU AI Act Article 9, NIST AI RMF, ISO/IEC 42001 — risk classification, lifecycle gates, model cards, HITL policy, AI incident response.
Crisis response toolkit — classification, trigger thresholds, escalation tiers, war-room activation, rapid liquidity stress, supply-chain alternate-source, holding-statement, AAR.
Adversarial red-team debate protocol — when to use it, the 4-step structure, role-pair recipes, Referee scoring, termination conditions, MAS failure mitigations.
Enterprise risk management — COSO ERM 2017 + ISO 31000 — risk taxonomy, appetite statement, top-risk register, KRIs, Bow-Tie, three-lines-of-defense.
Enterprise executive decision frameworks, memo templates, board protocol, RACI, OKR, escalation rules, dissenting-opinion format.
Deterministic financial tools — WACC, NPV, IRR, payback, EVA, real-options, Monte Carlo, sensitivity, covenant/liquidity checks. The Financial Hardcoding Directive.
| name | stakeholder-comms |
| description | Stakeholder communications — Mendelow map, audience-specific message frameworks, board deck structure, investor narrative arc, all-hands, regulatory cover letter, crisis statements, dissent. |
| allowed-tools | ["Read","Write","Glob","Grep"] |
Used by chief-communications-officer, ceo, cfo, clo, and any executive composing audience-facing communications. The skill operationalizes the discipline that one narrative is told consistently across audiences with audience-appropriate emphasis.
Map every material stakeholder onto a 2×2:
| Low Interest | High Interest | |
|---|---|---|
| High Power | Keep Satisfied — concise, periodic | Manage Closely — bespoke, frequent |
| Low Power | Monitor — broadcast | Keep Informed — accessible, transparent |
Mapped by name for: board members, top 20 investors (institutional + strategic), top 50 customers, employees (by segment), regulators (by jurisdiction), key media, industry analysts, civil society, employees' families (during crisis).
clo1. Where we were
(Honest baseline; what wasn't working / what changed)
2. What we saw
(The insight or external shift that motivated action)
3. What we're doing
(Concrete actions; phases; owners)
4. Why now
(Urgency; window of opportunity or risk-mitigation timing)
5. Success criteria
(Measurable outcomes; cadence of reporting against them)
6. The ask
(Investor-specific call to action: support, capital, patience, vote)
# All-Hands — [Date]
## What's new since last all-hands
[3–5 concrete items]
## Where we stand vs plan
[Key metrics; honest performance]
## What we're focused on this quarter
[3 priorities, no more]
## What changed (if anything significant)
[Honest acknowledgment; what it means]
## What we need from you
[Specific asks]
## Q&A
[Live; logged; follow-ups committed]
clo)crisis-response)Within 60 min of SEV-1 declaration:
[Timestamp]
We are aware of [event].
Our priority is [primary affected].
We have: [actions].
Next update by [time].
[Channel].
[Named executive] leads.
When a recommended decision overrides an executive's dissenting opinion:
### Dissent recorded — [role-slug]
- Position: [Their position, 1 sentence]
- Reasoning: [3-5 bullets, verbatim]
- Specific risk if majority recommendation taken: [What they think breaks]
- Conditions to revisit: [Evidence / events]
Preserved verbatim in minutes; never paraphrased. This mitigates the groupthink failure mode the research doc explicitly cites as a multi-agent risk.
The same facts → audience-appropriate emphasis, not different stories. Inconsistency across audiences destroys trust faster than uncomfortable specifics. The chief-communications-officer owns the through-line.