21 Enterprise Strategy Skills for Claude: A Complete Guide

Use when

You need to frame the problem before any analysis begins. Use this first, before generating options or recommendations.

Prompt

Run a situation assessment. What is the core problem, and what is the evidence for it? What has already been tried? Which constraints are fixed, and what is in scope for this engagement? Distinguish the presenting symptom from the underlying cause.

Use when

Growth has stalled and you need to diagnose the root cause before generating solutions.

Prompt

Map the growth barriers facing this business. Separate demand-side from supply-side constraints. Rank each barrier by magnitude and urgency. Flag the two or three that a strategy must address first, and explain why the others can wait.

Use when

You suspect the strategy rests on untested assumptions that could invalidate the whole approach.

Prompt

List the five most important assumptions behind this strategy. For each, state what would need to be true, how confident you are in it, what evidence would confirm or deny it, and what you would do if it turned out to be wrong.

Use when

You need to define the market and understand its structure before segmenting or sizing it.

Prompt

Map this market. Define its boundaries, total size, and growth trajectory. Identify the major segments and the competitive dynamics within each. Note where the market is fragmented and where it is consolidated. Flag where the structural trends are opening new positions.

Use when

You need to understand how rivals are positioned and where they may move next.

Prompt

Build a competitive intelligence summary for the three to five most relevant rivals. For each, describe their positioning, observable cost structure, recent strategic moves, and likely next steps over the next 12 to 24 months. Identify where each is vulnerable.

Use when

You need to identify which customers to serve and how to prioritize among them.

Prompt

Segment the customer base. Define each segment by needs, willingness to pay, switching costs, and relative attractiveness. Identify the most attractive entry segment and the rationale for prioritizing it. Note which segments are contested by the strongest competitors.

Use when

You need to know where value sits in the industry and how that distribution might shift.

Prompt

Identify the profit pools in this industry. Who captures the most value today, and why? What forces could shift that distribution, over what time horizon, and toward whom? Identify the pools that are structurally underearning and the conditions that would unlock them.

Use when

You have a clear diagnosis and need to generate and compare distinct paths forward without collapsing them too early.

Prompt

Generate three to five distinct strategic options. For each, state the core logic, the resources required, the main risks, and the conditions under which it wins. Keep the options genuinely distinct. Do not blend them into a hybrid recommendation yet.

Use when

You need to set or revise the pricing model to capture a larger share of the value created.

Prompt

Analyze the pricing architecture. What is the current model, and what are the realistic alternatives? Describe the revenue and margin implications of each, the customer response most likely to occur, and the approach with the best risk-adjusted return. State the key conditions the recommended model depends on.

Use when

You need to make the financial case for a strategic move to secure investment or board approval.

Prompt

Build the business case for this initiative. Include the investment required, the expected revenue and cost impact over three years, the key assumptions, and the sensitivity of the return to the two or three most critical assumptions. State the minimum conditions under which the case still holds.

Use when

You need to allocate resources across a portfolio of businesses or initiatives and make explicit prioritization calls.

Prompt

Review the portfolio. For each unit, assess market growth, competitive position, and margin profile. Recommend which to grow, hold, fix, or exit. Provide the rationale for each call, and specify the resource reallocation the recommendations imply.

Use when

You need to translate strategy into the organizational structure and decision rights that will deliver it.

Prompt

Design the target operating model. Define the key capabilities required to execute the strategy, the organizational structure that supports them, the decision rights at each level, and the governance mechanisms for accountability. Identify the two or three hardest capability gaps to close.

Use when

You have more initiatives than capacity and need a defensible sequence with a clear rationale.

Prompt

Prioritize the initiative list. Score each initiative by strategic impact, cost and effort, risk, and interdependency with other initiatives. Produce a ranked list with a recommended sequencing and the rationale for the top three choices. Flag any initiative that blocks others if delayed.

Use when

You need to show how the strategy becomes reality over a defined time horizon.

Prompt

Build the transformation roadmap. Define the phases, the milestones for each, the owners, and the sequencing logic. Show the first 90 days as concrete, named workstreams with specific deliverables. Identify the single biggest execution risk in each phase.

Use when

You need to stress-test the strategy against competitive response before committing to it.

Prompt

War-game this strategy. Assign roles to the three main competitors. For each, describe their most likely response, the conditions that would trigger it, and how we would counter it. Identify the competitive response that most threatens the strategy, and how to reduce its probability.

Use when

You need a structured risk register to support the strategy approval conversation.

Prompt

Build a risk register for this strategy. For each risk, assess probability and impact, identify the early warning signals that would indicate it is materializing, and specify the mitigation action and the owner responsible for it. Flag the two risks that could individually derail the strategy.

Use when

You need to define the metrics that will track strategy delivery and hold leaders accountable.

Prompt

Design the KPI architecture. Define the three to five leading indicators that predict delivery, the three to five lagging indicators that confirm it, and the targets for each at 90 days, 12 months, and 24 months. Specify the governance cadence for reviewing each metric.

Use when

You need a framework to track whether the strategy is actually delivering its intended value.

Prompt

Build the value realization framework. Define what success looks like at each milestone and how it will be measured. Specify the governance process for reviewing progress, who is accountable at each stage, and the trigger conditions for adjusting course.

Use when

You need to sequence and manage the stakeholder conversation ahead of a recommendation.

Prompt

Map the stakeholders. For each, describe their current position on the strategy, their main concerns, the information they need to move from neutral to supportive, and the engagement approach most likely to work. Identify the two stakeholders whose alignment is most critical, and the sequence for approaching them.

Use when

You need to turn analysis into a Pyramid Principle story a board can follow without doing the analysis themselves.

Prompt

Build the Pyramid Principle narrative for this strategy. Start with the governing thought: one sentence that states the recommendation and the so-what. Then state the three supporting arguments. Then provide the evidence and sub-arguments for each, in the order that builds the case most clearly.

Use when

You need to condense the recommendation for a senior audience with limited reading time.

Prompt

Draft the decision memo. One page. State the situation in two sentences. State the recommendation in one sentence. Provide the three strongest reasons for it. List the two key risks with their mitigations. State the first action required to proceed and who owns it.