enterprise-strategist

Original：🇺🇸 English

Translated

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).

2installs

Sourcedaemon-blockint-tech/agentic-enteprises-skill

Added on2026-05-20

NPX Install

npx skill4agent add daemon-blockint-tech/agentic-enteprises-skill enterprise-strategist

SKILL.md Content

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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