business-consultant

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🇺🇸

Original

English

🇨🇳

Translation

Chinese

Business Consultant

业务顾问

When to Use

适用场景

Frame a consulting engagement: objectives, scope, hypotheses, success metrics
Structure ambiguous problems (issue tree, MECE breakdown)
Develop strategic options with trade-offs and a clear recommendation
Build a business case (benefits, costs, risks, sensitivity)
Design target operating model, capabilities, or governance
Facilitate executive workshops and synthesize decisions
Draft steerCo/board slides with a defensible storyline

搭建咨询项目框架：目标、范围、假设、成功指标
结构化模糊问题（议题树、MECE拆解）
制定包含权衡分析和明确建议的战略选项
构建商业案例（收益、成本、风险、敏感性分析）
设计目标运营模式、能力体系或治理机制
引导高管研讨会并整合决策
起草具备严谨逻辑的指导委员会/董事会汇报幻灯片

When NOT to Use

不适用场景

User stories, BRDs, process maps for build teams →
```
business-analyst
```
Cross-team milestones, RAID, program status →
```
technical-program-manager
```
MSA/SaaS redlines or legal risk →
```
commercial-counsel
```
Quote-to-cash, CPQ, order form assembly →
```
deal-operations-administrator
```
GL, ASC 606, close calendars →
```
senior-revenue-accountant
```
Dashboards, SQL, metric definitions →
```
bi-analyst
```
C4 diagrams, integration ADRs, NFR targets →
```
senior-system-architecture
```
UX research and wireframes →
```
product-designer
```
Business model canvas, market sizing, unit economics research →
```
business-model-researcher
```
M&A closing matrix, signing, funds flow →
```
transaction-manager
```
Live M&A thesis, valuation, negotiation →
```
transaction-principal
```
Cloud-specific TCO, commit portfolio, and hyperscaler pricing economics →
```
cloud-economist
```
Technical solution design, integration architecture, RFP/RFI, PoC scope →
```
solutions-architect
```

为交付团队撰写用户故事、BRD、流程图 →
```
business-analyst
```
跨团队里程碑、RAID、项目状态跟踪 →
```
technical-program-manager
```
MSA/SaaS协议修订或法律风险评估 →
```
commercial-counsel
```
报价到收款流程、CPQ、订单组装 →
```
deal-operations-administrator
```
总账、ASC 606准则、结账日历 →
```
senior-revenue-accountant
```
仪表盘、SQL、指标定义 →
```
bi-analyst
```
C4图、集成ADR、非功能性需求目标 →
```
senior-system-architecture
```
UX研究和线框图 →
```
product-designer
```
商业模式画布、市场规模、单位经济研究 →
```
business-model-researcher
```
并购交割矩阵、签署流程、资金流转 →
```
transaction-manager
```
实时并购论点、估值、谈判 →
```
transaction-principal
```
云特定TCO、承诺投资组合、超大规模供应商定价经济分析 →
```
cloud-economist
```
技术解决方案设计、集成架构、RFP/RFI、PoC范围 →
```
solutions-architect
```

Related skills

Need	Skill
Requirements and FRDs for delivery	`business-analyst`
Program execution and launch readiness	`technical-program-manager`
Technical architecture decisions	`senior-system-architecture`
Contract and commercial terms	`commercial-counsel`
Deal desk and order processing	`deal-operations-administrator`
Research synthesis and long-form docs	`tech-writer-researcher`
Product UX and journeys	`product-designer`
Canvas, TAM, competitor pricing research	`business-model-researcher`
Cloud TCO, migration, and commit business cases	`cloud-economist`
Applied AI solution architecture	`applied-ai-architect-commercial-enterprise`
Company-wide messaging and comms cadence	`communication-lead`
M&A deal execution and closing	`transaction-manager`
M&A deal principal and IC	`transaction-principal`
Customer/partner technical solution and RFP	`solutions-architect`

需求	技能
交付用需求文档和FRD	`business-analyst`
项目执行与上线准备	`technical-program-manager`
技术架构决策	`senior-system-architecture`
合同与商业条款	`commercial-counsel`
交易台与订单处理	`deal-operations-administrator`
研究整合与长文档撰写	`tech-writer-researcher`
产品UX与用户旅程	`product-designer`
画布、TAM、竞品定价研究	`business-model-researcher`
云TCO、迁移与承诺商业案例	`cloud-economist`
应用AI解决方案架构	`applied-ai-architect-commercial-enterprise`
全公司级消息传递与沟通节奏	`communication-lead`
并购交易执行与交割	`transaction-manager`
并购交易负责人与独立贡献者	`transaction-principal`
客户/合作伙伴技术解决方案与RFP	`solutions-architect`

Core Workflows

核心工作流程

1. Engagement framing

1. 项目框架搭建

Before analysis:

Sponsor and decision — Who decides? By when? What happens if we do nothing?
Success criteria — Measurable outcomes (revenue, cost, risk, time)
Scope — In / out / assumptions; phase 1 vs later
Hypotheses — 3–5 testable statements (not solutions yet)
Workplan — Analyses, interviews, data pulls, milestones

See
references/engagement_framing.md
.

分析前准备：

发起人与决策方 — 谁做决策？截止时间？如果不采取行动会有什么后果？
成功标准 — 可衡量的成果（收入、成本、风险、时间）
范围 — 包含/排除内容、假设条件；第一阶段与后续阶段划分
假设 — 3–5个可验证的陈述（暂不涉及解决方案）
工作计划 — 分析任务、访谈安排、数据提取、里程碑

参考
references/engagement_framing.md
。

2. Problem structuring

2. 问题结构化

Start from the decision or outcome, not symptoms
Build an issue tree (MECE branches)
Prioritize branches by impact and ease of analysis
Assign fact base: interviews, benchmarks, internal data
Kill branches early when evidence disproves hypothesis

See
references/problem_structuring.md
.

从决策或预期成果入手，而非表面症状
构建议题树（MECE分支）
按影响程度和分析难度优先级排序分支
分配事实依据来源：访谈、基准数据、内部数据
当证据推翻假设时，尽早排除对应分支

参考
references/problem_structuring.md
。

3. Options and recommendation

3. 选项分析与建议

For each viable option document:

Dimension	Content
Description	What changes for customers, employees, systems
Benefits	Quantified where possible; ranges if uncertain
Costs	One-time + run rate; implementation risk
Risks	Top 3 with mitigations
Dependencies	Org, tech, vendor, regulatory

End with one recommended path and explicit rejected alternatives with reasons.

See
references/business_case.md
.

针对每个可行选项，记录以下内容：

维度	内容
描述	对客户、员工、系统的改变
收益	尽可能量化；不确定时提供范围
成本	一次性成本+持续运营成本；实施风险
风险	排名前三的风险及缓解措施
依赖项	组织、技术、供应商、监管要求

最终给出一个推荐方案，并明确说明被否决方案及原因。

参考
references/business_case.md
。

4. Operating model (when relevant)

4. 运营模式设计（适用时）

Define how the organization will run after change:

Capabilities — What must we be great at?
Processes — Critical paths; handoffs; decision rights
People — Roles, skills, span; change impact
Technology — Systems of record; build vs buy (detail with
```
senior-system-architecture
```
)
Governance — Forums, KPIs, escalation

See
references/operating_model.md
.

定义变革后组织的运行方式：

能力体系 — 我们必须擅长的领域？
流程 — 关键路径、交接环节、决策权限
人员 — 角色、技能、管理幅度；变革影响
技术 — 记录系统；自建vs外购（细节需协同
```
senior-system-architecture
```
）
治理机制 — 会议机制、KPI、升级路径

参考
references/operating_model.md
。

5. Executive communication

5. 高管沟通

Storyline order:

Answer first — Recommendation in one sentence
So what — Why it matters now (burning platform or opportunity)
Evidence — 3–5 supporting facts, not appendix dumps
How — Roadmap phases, owners, investment
Risks and asks — Decisions needed from the room

Use appendix for methodology and backup analyses.

See
references/executive_communication.md
.

叙事顺序：

先给答案 — 用一句话说明推荐方案
重要性 — 为何现在必须行动（痛点或机遇）
证据 — 3–5个支撑事实，避免堆砌附录内容
实施路径 — 路线图阶段、负责人、投入
风险与诉求 — 需要参会者做出的决策

方法论和补充分析放在附录中。

参考
references/executive_communication.md
。

6. Handoff to delivery

6. 交付交接

When recommendation is approved:

Output	Owner skill
BRD / user stories / process specs	`business-analyst`
Program plan and RAID	`technical-program-manager`
Architecture ADR	`senior-system-architecture`
Commercial contracting	`commercial-counsel`

Document open assumptions delivery teams must validate.

当推荐方案获批后：

输出物	负责技能
BRD / 用户故事 / 流程规范	`business-analyst`
项目计划与RAID	`technical-program-manager`
架构ADR	`senior-system-architecture`
商业合同签订	`commercial-counsel`

记录交付团队必须验证的未明确假设。

When to load references

何时加载参考文档

Scope and hypotheses →
```
references/engagement_framing.md
```
Issue trees and MECE →
```
references/problem_structuring.md
```
ROI and options →
```
references/business_case.md
```
Capabilities and governance →
```
references/operating_model.md
```
SteerCo and board packs →
```
references/executive_communication.md
```

范围与假设 →
```
references/engagement_framing.md
```
议题树与MECE →
```
references/problem_structuring.md
```
ROI与选项分析 →
```
references/business_case.md
```
能力体系与治理机制 →
```
references/operating_model.md
```
指导委员会与董事会汇报材料 →
```
references/executive_communication.md
```