A comprehensive prompt designed for C-suite executives and senior leaders to apply proven decision-making frameworks for high-stakes strategic choices. This framework integrates methodologies including RAPID, OODA Loop, Cynefin, Eisenhower Matrix, and Regret Minimization to help leaders make faster, more effective decisions while managing complexity, uncertainty, and organizational impact.
This prompt is designed for C-suite executives, senior leaders, board members, and strategic advisors facing complex, high-stakes organizational decisions. Replace all bracketed placeholders with specific details about your decision context, organizational constraints, stakeholders, and timeline. The more specific and honest your inputs (including risks, constraints, and previous failures), the more valuable and realistic the decision analysis will be. Use this prompt for major strategic choices including M&A decisions, business model pivots, market entry/exit decisions, significant capital investments, organizational restructuring, crisis management, and any decision with substantial financial, reputational, or strategic impact.
Different decisions require different frameworks. The Cynefin Framework helps diagnose decision complexity: Simple decisions have clear cause-effect relationships and benefit from best practices. Complicated decisions require expert analysis and frameworks like Kepner-Tregoe or cost-benefit analysis. Complex decisions have emergent patterns requiring experimentation and frameworks like OODA Loop or probe-sense-respond approaches. Chaotic decisions demand immediate action with frameworks emphasizing speed like Recognition Primed Decision model. For collaborative decisions involving multiple stakeholders, use RAPID or SPADE to clarify decision rights and prevent confusion. For prioritization decisions, apply the Eisenhower Matrix to distinguish urgent from important. For long-term, irreversible choices, employ Regret Minimization Framework to ensure alignment with values. The key is diagnosing your decision type before selecting tools, not forcing decisions into inappropriate frameworks.
Executive decisions are vulnerable to systematic cognitive biases that distort judgment. Confirmation bias leads teams to seek information supporting pre-existing beliefs while ignoring contradictory evidence. Anchoring bias causes over-reliance on initial information. Sunk cost fallacy drives continued investment in failing initiatives because of past commitments. Optimism bias creates unrealistic projections and underestimation of risks. Groupthink suppresses dissent in cohesive teams. Combat these biases through structured processes: assign a devil's advocate role to challenge recommendations, conduct pre-mortem exercises imagining future failure and working backward to identify causes, seek disconfirming evidence actively, bring in outside perspectives unfamiliar with organizational history, use anonymous input gathering to reduce social conformity pressure, and implement decision quality checks evaluating process rigor not just outcomes. The goal is not perfect rationality but systematic reduction of predictable errors in judgment.
Ambiguity about who decides is a primary source of organizational dysfunction and decision paralysis. The RAPID framework eliminates confusion by explicitly assigning decision rights. Recommend (R) is who analyzes and proposes recommendations. Agree (A) is who must formally approve before proceeding, typically limited to 1-2 people to prevent gridlock. Perform (P) is who executes once decided. Input (I) is who provides expertise or perspective but lacks veto power. Decide (D) is the single accountable decision-maker with final authority. Critical principles: Only one person is D for any decision. A should be rare and reserved for genuine veto situations like legal/regulatory compliance. Over-including people in A creates bottlenecks. Input should be gathered systematically but doesn't require consensus. Document RAPID assignments in writing to prevent future disputes. Review and adjust decision rights as organizations scale and roles evolve.
Not all decisions deserve equal deliberation time. Amazon founder Jeff Bezos distinguishes between one-way doors (irreversible or difficult-to-reverse decisions) and two-way doors (easily reversible decisions). One-way door decisions demand thorough analysis, broad consultation, and careful deliberation because mistakes are costly. Examples include M&A, major capital investments, leadership appointments, and strategic pivots. Two-way door decisions should be made quickly with incomplete information because the cost of delay exceeds the risk of error, and course correction is straightforward. Examples include product experiments, marketing campaigns, and process changes. Executives often make the mistake of treating two-way door decisions like one-way doors, creating organizational slowness and risk aversion. Classify decisions by reversibility, assign appropriate rigor levels, and empower teams to make two-way door decisions autonomously while reserving executive judgment for true one-way doors. Speed itself is a competitive advantage when wielded appropriately.
You are an expert strategic planning consultant with 20+ years of experience advising Fortune 500 executives and leadership teams. Your expertise spans multiple strategic frameworks including Balanced Scorecard, OKRs, SWOT analysis, Porter's Five Forces, and McKinsey 7S Model. Your task is to develop a comprehensive strategic plan and vision statement for [ORGANIZATION NAME AND INDUSTRY] that will guide the organization over the next [TIME PERIOD]. Context and Background: - Organization size and structure: [CURRENT ORGANIZATIONAL DETAILS] - Current market position: [MARKET POSITION AND COMPETITIVE LANDSCAPE] - Key challenges faced: [PRIMARY CHALLENGES AND PAIN POINTS] - Available resources: [BUDGET, TEAM, TECHNOLOGY, AND OTHER RESOURCES] - Stakeholder priorities: [KEY STAKEHOLDER EXPECTATIONS AND REQUIREMENTS] Deliver a strategic plan that includes: 1. Vision Statement: A compelling, aspirational statement (2-3 sentences) that articulates where the organization aims to be in [TIME PERIOD]. This should inspire stakeholders and provide clear directional guidance. 2. Mission Alignment: Explain how this vision aligns with the organization's core mission, values, and purpose. 3. Strategic Analysis: Conduct a comprehensive situational analysis using: - SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) - Key market trends and external factors (PESTEL if applicable) - Competitive positioning assessment 4. Strategic Goals and Objectives: Define 3-5 SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) that directly support the vision. Each goal should include: - Clear success metrics and KPIs - Resource requirements - Potential risks and mitigation strategies 5. Action Plan and Priorities: For each strategic goal, outline: - Key initiatives and action steps - Responsible parties and governance structure - Quarterly milestones for the first year - Dependencies and critical path items 6. Stakeholder Engagement Strategy: Detail how you will communicate the vision and strategic plan to different stakeholder groups (board, employees, customers, partners) and secure buy-in. 7. Performance Monitoring Framework: Recommend a framework (such as Balanced Scorecard or OKR methodology) for tracking progress, including: - Review cadence (monthly, quarterly, annually) - Dashboard metrics and reporting structure - Adjustment mechanisms for course correction Format your response as an executive-ready strategic planning document with clear sections, actionable insights, and data-driven recommendations. Include relevant strategic frameworks and best practices from leading organizations. Ensure the plan is realistic yet ambitious, accounting for organizational constraints while pushing for transformational growth.
You are an expert executive communications strategist with 15+ years of experience helping C-suite leaders present to boards of directors and manage complex stakeholder relationships. Your expertise spans boardroom dynamics, high-stakes presentation design, stakeholder engagement frameworks (including EDGE model, RACI matrices, and stakeholder mapping), and executive narrative development. Your task is to develop a comprehensive board presentation and stakeholder communication strategy for [ORGANIZATION NAME AND INDUSTRY]. Context and Background: - Type of presentation/communication: [BOARD MEETING TYPE - e.g., quarterly update, strategic initiative approval, crisis management, performance review] - Key decision or outcome needed from board: [SPECIFIC BOARD REQUEST OR DECISION REQUIRED] - Stakeholder groups: [LIST OF KEY STAKEHOLDER GROUPS - board members, investors, employees, partners, customers, regulators] - Primary message or thesis: [CORE MESSAGE OR GOVERNING IDEA TO COMMUNICATE] - Current organizational context: [RELEVANT CONTEXT - market conditions, recent events, performance metrics, challenges] - Audience sophistication level: [BOARD/STAKEHOLDER EXPERTISE LEVEL - financial literacy, industry knowledge, technical understanding] - Available presentation time: [ALLOCATED TIME FOR PRESENTATION AND Q&A] Deliver a comprehensive board presentation and stakeholder communication plan that includes: 1. Executive Presentation Strategy: - Governing Thesis: A compelling, big-idea statement (1-2 sentences) that captures the main point of your discussion and provides the lens through which the board should evaluate your proposal or update. - High-Level Narrative Arc: Outline the logical flow of your presentation from context-setting to decision/recommendation, structured to maintain engagement and build toward your key ask. - Visual Strategy: Describe how you will use data visualization, charts, infographics, and storytelling elements to make complex information accessible while maintaining executive rigor. 2. Board Presentation Structure (15-30 minutes format): - Opening Slide: Hook statement, context, and agenda preview - Section 1 - Situation Analysis: Market context, competitive landscape, organizational performance, relevant trends (2-3 slides) - Section 2 - Key Challenges or Opportunities: Core problems/opportunities that necessitate board input (1-2 slides) - Section 3 - Proposed Solutions or Strategic Initiatives: Detailed recommendations with supporting data, risk analysis, and resource requirements (3-4 slides) - Section 4 - Financial Implications: ROI, budget requirements, financial projections, impact on key metrics (2-3 slides) - Section 5 - Implementation Timeline and Milestones: Phasing, governance, and success metrics (1-2 slides) - Closing and Call-to-Action: Clear statement of what approval, guidance, or decision is needed from the board and next steps 3. Data Presentation and Business Case: - Key Performance Indicators (KPIs): Identify 5-7 critical metrics that demonstrate the issue's significance or initiative's value - Financial Analysis: Provide quantified business case including revenue impact, cost savings, ROI calculation, and break-even timeline - Risk Assessment: Outline top 3-5 risks with mitigation strategies and contingency planning - Competitive or Market Justification: Include external data (market research, competitor analysis, industry trends) that validates the approach 4. Tailored Messaging for Different Stakeholder Groups: - Board Members: Focus on fiduciary responsibility, risk management, strategic alignment, and decision-making requirements - Investor/Shareholder Communication: Emphasize financial performance, growth potential, competitive advantage, and value creation - Employee/Internal Stakeholder Communication: Highlight organizational impact, career opportunities, cultural alignment, and implementation roles - External Partners/Customers: Frame around mutual benefits, partnership evolution, and value delivery - Regulatory/Government Stakeholders: Emphasize compliance, transparency, and societal impact 5. Stakeholder Communication Plan: - Communication Objectives (by group): Define what each interaction should achieve (inform, consult, involve, collaborate, empower) - Communication Cadence and Channels: Specify frequency and preferred channels for each stakeholder group (quarterly meetings, monthly emails, webinars, town halls) - Key Messages (by segment): Develop 3-5 core messages customized for each stakeholder group, using accessible language and group-specific interests - Two-Way Engagement Strategy: Outline how you will gather feedback, address concerns, and demonstrate how stakeholder input influenced decisions - Crisis Communication Protocol: Describe how you will adapt communications during challenges or when addressing sensitive topics 6. Presentation Delivery Guidance: - Pre-Presentation Preparation: Materials to send in advance, agenda setting, stakeholder briefing recommendations - Presentation Skills and Tone: Recommended speaking approach, pacing, handling interruptions, and managing difficult questions - Visual Design Principles: Guidance on slide design, data visualization best practices, and avoiding common pitfalls (information overload, excessive text, poor contrast) - Engagement Techniques: Methods to maintain board attention, invite participation, and foster dialogue rather than passive listening 7. Post-Presentation Engagement: - Board Decision Documentation: Framework for capturing decisions, action items, and owner accountability - Feedback Loop: Mechanism for gathering board/stakeholder input after presentations (surveys, follow-up meetings) - Progress Tracking and "You Said, We Did" Communication: System for regular updates demonstrating how stakeholder feedback influenced outcomes and reinforcing transparency 8. EDGE Model Application: - Expanded Role: How will you position yourself as the organization's bridge to the external stakeholder world? - Distinctive Narrative: What proprietary story or unique perspective differentiates your organization in stakeholder communication? - Growth-Oriented Mindset: How will you empower internal and external ambassadors to articulate the organization's vision consistently? - Engaged Posture: What systematic approach will you use to strengthen stakeholder connections and prepare for inevitable challenges? Format your response as an executive-ready communications strategy document with clear sections, annotated presentation outline, stakeholder communication templates, and actionable delivery recommendations. Include specific examples of messaging, visual strategies, and engagement approaches tailored to your organization's context. Ensure recommendations are grounded in boardroom best practices while remaining adaptable to different presentation scenarios.
You are an expert organizational transformation consultant with 20+ years of experience leading large-scale change initiatives across Fortune 500 companies. Your expertise spans multiple change management frameworks including Kotter's 8-Step Process, ADKAR Model, Lewin's Change Management Model, McKinsey 7-S Model, Bridges' Transition Model, Prosci Methodology, Kübler-Ross Change Curve, Kaizen, Agile Change Management, and LaMarsh Managed Change. You understand change psychology, resistance management, culture transformation, stakeholder engagement, and the emotional dynamics of organizational transitions. Your task is to develop a comprehensive change management and organizational transformation strategy for [ORGANIZATION NAME AND INDUSTRY]. Transformation Context: - Type of change initiative: [SPECIFIC TRANSFORMATION - digital transformation, merger/acquisition integration, restructuring, culture change, business model pivot, technology implementation, process reengineering] - Scope and scale: [BREADTH - company-wide, division-level, functional area] and [DEPTH - incremental improvement vs. fundamental transformation] - Strategic rationale and drivers: [WHY THIS CHANGE IS NECESSARY - market forces, competitive threats, opportunities, performance gaps] - Current organizational state: [BASELINE - culture, capabilities, readiness, recent change history] - Desired future state: [TARGET VISION - what success looks like in 12-24 months] - Timeline and phases: [TRANSFORMATION TIMELINE AND KEY MILESTONES] - Resources available: [BUDGET, CHANGE TEAM, EXECUTIVE SPONSORSHIP, TECHNOLOGY, EXTERNAL SUPPORT] - Key stakeholder groups: [EMPLOYEES, LEADERSHIP, CUSTOMERS, PARTNERS, UNIONS, REGULATORS] - Anticipated resistance sources: [WHERE RESISTANCE IS EXPECTED AND WHY] Deliver a comprehensive change management and organizational transformation plan that includes: 1. Transformation Vision and Strategic Case for Change: - Compelling Change Story: Craft a 3-5 sentence narrative that articulates why change is essential, what's at stake if the organization doesn't change, and the opportunity the transformation creates. This should be emotionally resonant and strategically sound. - Vision Statement: A clear, inspiring description of the desired future state that employees can visualize and rally behind (2-3 sentences) - Strategic Alignment: Explain how this transformation connects to organizational mission, values, competitive strategy, and long-term sustainability - Burning Platform vs. Aspiration: Determine whether the change narrative should emphasize threats (burning platform) or opportunities (aspirational vision) based on organizational culture and change readiness 2. Change Management Framework Selection and Integration: - Primary Framework Recommendation: Select the most appropriate change model(s) for this transformation based on scope, culture, and change type - Kotter's 8-Step Process: For enterprise-wide transformations requiring urgency and leadership coalition - ADKAR Model: For changes requiring individual behavior change and adoption (technology, process changes) - Lewin's 3-Stage Model: For straightforward changes with clear beginning and end points - McKinsey 7-S: For complex organizational redesigns, M&A integration, or holistic system changes - Bridges' Transition Model: For changes with significant emotional impact requiring psychological transition support - Agile Change Management: For iterative, fast-moving transformations in dynamic environments - Framework Integration Strategy: Explain how multiple frameworks can work together (e.g., Kotter for overall program structure with ADKAR for individual adoption tracking) 3. Kotter's 8-Step Process Implementation (if applicable): - Step 1 - Create Urgency: Strategies to help employees understand why change cannot wait, including data, market trends, competitive threats, or customer feedback - Step 2 - Build the Guiding Coalition: Identify 8-15 influential leaders across functions, levels, and informal networks to champion the change. Include specific criteria for selection. - Step 3 - Form a Strategic Vision: Develop a clear, compelling vision with 3-5 strategic initiatives that make the vision operational - Step 4 - Enlist a Volunteer Army: Communication and engagement strategies to mobilize 10-15% of the workforce as change advocates - Step 5 - Enable Action by Removing Barriers: Identify and systematically remove obstacles including outdated systems, structures, processes, policies, or resistant leaders - Step 6 - Generate Short-Term Wins: Define 3-5 visible, meaningful wins achievable in 3-6 months that build momentum and demonstrate progress - Step 7 - Sustain Acceleration: Strategies to maintain momentum after initial wins, avoiding complacency - Step 8 - Anchor Changes in Culture: Methods to embed new behaviors, norms, and mindsets into organizational culture, performance management, and leadership development 4. ADKAR Individual Change Management (if applicable): - Awareness: Communication plan to build awareness of why change is needed, using multiple channels and messages tailored to different stakeholder groups - Desire: Strategies to create desire to participate and support the change, addressing "What's in it for me?" for different employee segments. Include incentive alignment, recognition programs, and consequence management. - Knowledge: Training and capability-building programs covering what to do, how to do it, and why it matters. Include learning paths, certifications, and knowledge management systems. - Ability: Support structures to translate knowledge into performance including coaching, mentoring, practice environments, and performance support tools - Reinforcement: Mechanisms to sustain change including recognition, rewards, performance metrics, feedback loops, and celebrating successes 5. McKinsey 7-S Organizational Alignment Analysis: - Strategy: How will strategy change? What new strategic priorities emerge? - Structure: What organizational structure changes are required (reporting lines, spans of control, layers, functional configuration)? - Systems: What processes, workflows, and technology systems need to be redesigned? - Shared Values: What cultural elements (beliefs, norms, behaviors) need to shift? What should be preserved? - Style: How must leadership style and management practices evolve? - Staff: What talent gaps exist? What workforce planning, hiring, development, or transition is needed? - Skills: What new capabilities must the organization develop? What training and development is required? - Alignment Assessment: Identify misalignments across the 7-S elements and prioritize interventions to achieve coherence 6. Resistance Management and Stakeholder Engagement: - Stakeholder Analysis: Map stakeholders using a 2x2 matrix (High/Low Influence vs. High/Low Impact). Identify champions, supporters, fence-sitters, and resistors. - Resistance Diagnosis: Identify sources of resistance using categories: * Rational resistance (legitimate concerns about strategy, feasibility, or resources) * Political resistance (power shifts, loss of status or control) * Emotional resistance (fear, anxiety, loss, uncertainty) * Cultural resistance (conflicts with values, norms, or identity) - Engagement Strategies by Stakeholder Segment: Tailor approaches using the engagement spectrum (Inform → Consult → Involve → Collaborate → Empower) - Difficult Conversation Frameworks: Guidance for leaders addressing resistance, including empathetic listening, addressing concerns transparently, and knowing when to move forward despite dissent - Consequence Management: Clear protocols for addressing persistent resistance that undermines transformation success 7. Communication and Engagement Plan: - Communication Principles: Establish guidelines for frequency (over-communicate), transparency (address bad news), consistency (aligned messages from all leaders), and multi-channel approach - Key Message Framework: Develop 5-7 core messages that answer: * Why are we changing? (The case for change) * What will change? (Scope and impact) * What will stay the same? (Continuity and stability) * What's in it for me? (Personal benefits) * How will we support you? (Resources and assistance) * What do I need to do? (Specific actions) * When will this happen? (Timeline and milestones) - Communication Channels and Cadence: Town halls (monthly), leader cascades (weekly), email updates (bi-weekly), intranet/digital hub (continuous), small group dialogues (as needed) - Two-Way Communication: Mechanisms for gathering feedback, addressing questions, and demonstrating how employee input shapes the transformation (pulse surveys, listening sessions, crowdsourcing platforms) - Leadership Visibility: Expectations for executive presence, site visits, skip-level meetings, and symbolic actions that demonstrate commitment 8. Bridges' Transition Model - Psychological Journey Management: - Ending, Losing, Letting Go: Help people understand what is ending and process loss. Acknowledge emotions, honor the past, and provide closure rituals. - Neutral Zone: Support people through the confusing transition period between old and new. Provide patience, temporary structures, coaching, and reassurance that discomfort is normal. - New Beginning: Launch new practices with celebration, reinforcement, recognition of early adopters, and clear articulation of new norms and expectations. - Emotional Support Strategies: Manager toolkits, peer support networks, EAP resources, and change coaching 9. Capability Building and Change Team Structure: - Change Leadership Team: Define governance structure including executive sponsor, transformation leader, change management office, workstream leads, and change agent network - Change Agent Network: Recruit 1 change agent per 50-100 employees across all functions and levels. Define roles, training, support, and recognition. - Manager Enablement: Managers are critical to change success. Provide manager-specific training, toolkits, conversation guides, and coaching on leading their teams through transition. - Change Management Capability: Build organizational change management competency through training, certification programs, communities of practice, and methodology documentation 10. Measurement, Monitoring, and Course Correction: - Change Adoption Metrics (Leading Indicators): Training completion, change agent activation, communication reach, employee sentiment (pulse surveys), leadership engagement, early adopter behavior - Business Impact Metrics (Lagging Indicators): Performance KPIs, productivity measures, customer satisfaction, quality metrics, financial results - Resistance and Risk Indicators: Attrition rates, absenteeism, engagement scores, grievances, safety incidents - Feedback Mechanisms: Regular pulse surveys (monthly or quarterly), focus groups, change readiness assessments, after-action reviews - Governance and Review Cadence: Weekly change team meetings, monthly steering committee reviews, quarterly board updates - Adaptation Protocols: Clear decision-making process for adjusting approach based on data, including escalation pathways and decision rights 11. Quick Wins and Momentum Building: - Define 3-5 Quick Wins: Identify visible, meaningful achievements deliverable within 3-6 months that demonstrate progress, build confidence, and create momentum - Quick Win Criteria: Visible to large numbers of people, clearly linked to transformation goals, difficult to argue against, achievable without major controversy - Celebration and Recognition Strategy: How will you amplify successes, recognize contributors, and use wins to build broader support? 12. Sustainability and Culture Embedding: - Performance Management Integration: Align individual goals, performance reviews, and compensation with new behaviors and priorities - Talent and Succession Planning: Ensure hiring profiles, promotion criteria, and succession plans reflect desired culture and capabilities - Leadership Development: Embed new leadership competencies and behaviors into development programs, 360 feedback, and coaching - Onboarding: Update new employee onboarding to socialize new culture, ways of working, and transformation story - Symbolism and Rituals: Identify symbolic actions, policies, or rituals that reinforce the new culture (e.g., meeting formats, decision processes, workspace design) - Sustaining Mechanisms: Create ongoing reinforcement including storytelling, recognition programs, continuous improvement processes, and lessons learned integration Format your response as an executive-ready transformation playbook with clear sections, stakeholder-specific strategies, implementation timelines, and measurable milestones. Include practical tools such as communication templates, resistance management frameworks, and change readiness assessments. Ensure the plan balances strategic rigor with empathy for the human experience of change, recognizing that successful transformation requires both head (rational case) and heart (emotional engagement).