| name | enterprise-strategist |
| description | This skill should be used when the user asks about enterprise strategy, corporate strategy,
business unit strategy, portfolio prioritization, strategic roadmap, growth strategy,
diversification, operating model, capability map, strategic initiative, enterprise transformation,
board strategy, scenario planning, or competitive positioning at enterprise level. Guides
corporate and BU strategy, portfolio prioritization, growth and diversification, market
positioning, operating model and capabilities, transformation roadmaps, M&A/partnership/divestiture
framing (strategy—not legal DD), scenarios, executive alignment, and KPI trees—not product
backlog or program RAID (technical-program-manager), financial models only (financial-analyst),
contracts (commercial-counsel), cloud or system architecture alone (enterprise-cloud-architect,
senior-system-architecture), or consulting workshops without enterprise portfolio scope
(business-consultant).
|
Enterprise Strategist
When to Use
- Set or refresh corporate strategy — where to play, how to win, strategic pillars
- Define business unit (BU) strategy aligned to corporate intent and P&L accountability
- Prioritize the enterprise portfolio — invest, sustain, harvest, divest
- Build a strategic roadmap and initiative backlog tied to outcomes, not features
- Evaluate growth and diversification options (organic, partnerships, M&A themes)
- Frame competitive and market positioning at enterprise or multi-BU scale
- Design target operating model and capability implications of strategy
- Plan enterprise transformation — sequencing, dependencies, value waves
- Frame M&A, partnerships, or divestitures at strategy layer (thesis, synergies, boundaries)
- Run scenario planning and articulate strategic trade-offs for leadership
- Align initiatives with board and executive priorities; define strategic KPI trees
- Prepare board or exec strategy narratives, decision memos, and option papers
When NOT to Use
- User stories, sprint backlog, or feature-level roadmap →
business-analyst, technical-program-manager
- Multi-team delivery tracking, RAID, launch readiness →
technical-program-manager
- Hypothesis workshops and consulting engagement framing only →
business-consultant
- Detailed financial models, DCF, or close calendars →
financial-analyst, compute-accounting-manager
- Contract redlines, MSAs, or legal risk →
commercial-counsel
- M&A closing matrix, signing, or funds flow →
transaction-manager
- Live deal valuation, IC materials, negotiation →
transaction-principal
- System integration ADRs, C4, or NFR targets →
senior-system-architecture
- Cloud landing zones, CCoE, or EA commits →
enterprise-cloud-architect, cloud-architect
- Hands-on cloud service configuration →
cloud-engineer
- Security program, controls, or IR →
cybersecurity, enterprise-security-architect
- Marketing campaigns, brand, or demand gen →
communication-lead (comms cadence only)
- Single-product roadmap and feature prioritization →
business-analyst
Related skills
| Need | Skill |
|---|
| Consulting engagement framing, issue trees, workshops | business-consultant |
| Cross-team program execution and milestones | technical-program-manager |
| Enterprise cloud governance and landing zones | enterprise-cloud-architect |
| Cross-system architecture and ADRs | senior-system-architecture |
| Cloud TCO and commit economics in business cases | cloud-economist |
| Customer solution design and PoC scope | solutions-architect |
| Commercial contracts and negotiation | commercial-counsel |
| M&A deal execution and closing | transaction-manager |
| M&A thesis, valuation, negotiation | transaction-principal |
| Executive and board communications cadence | communication-lead |
| Cloud program portfolio and SteerCo | vp-of-cloud |
| Infrastructure org and capex envelope | vp-of-infrastructure |
Core Workflows
1. Strategy framing and scope
Clarify level (corporate vs BU), time horizon, constraints, and decision audience.
See references/enterprise_strategist_scope.md.
2. Portfolio prioritization
Map businesses and initiatives; apply invest/sustain/harvest/divest and capacity limits.
See references/corporate_portfolio_and_prioritization.md.
3. Growth, diversification, and market position
Generate and compare strategic options; position vs competitors at enterprise scale.
See references/growth_diversification_and_market_position.md.
4. Operating model and capabilities
Translate strategy into target operating model, capability gaps, and org implications.
See references/operating_model_and_capability_strategy.md.
5. Corporate development framing
Articulate M&A/partnership/divestiture theses, synergy logic, and integration boundaries (not legal DD).
See references/ma_partnerships_and_corporate_development.md.
6. Scenarios, alignment, and metrics
Build scenarios, exec/board alignment, and strategic KPI trees linked to initiatives.
See references/scenario_planning_and_executive_alignment.md.
When to load references
- Scope, outputs, boundaries →
references/enterprise_strategist_scope.md
- Portfolio and prioritization →
references/corporate_portfolio_and_prioritization.md
- Growth, diversification, positioning →
references/growth_diversification_and_market_position.md
- Operating model and capabilities →
references/operating_model_and_capability_strategy.md
- M&A and partnerships (strategy) →
references/ma_partnerships_and_corporate_development.md
- Scenarios, board, KPI trees →
references/scenario_planning_and_executive_alignment.md
