301 件 ・ 関連度順
概要と使いどころ
Generate a stakeholder update tailored to audience and cadence. Use when writing a weekly or monthly status for leadership, announcing a launch, escalating a risk or blocker, or translating the same progress into exec-brief, engineering-detail, or customer-facing versions.
日本語の概要は準備中です。原文の説明を表示しています。
Map every stakeholder before engaging anyone. Use when launching an initiative, scoping discovery, or building an engagement plan from scratch.
日本語の概要は準備中です。原文の説明を表示しています。
Plan engagement for a specific stakeholder. Use when preparing an outreach, navigating resistance, or aligning a critical relationship before a key milestone.
日本語の概要は準備中です。原文の説明を表示しています。
Help users master the art of leading without formal authority by identifying stakeholder incentives, neutralizing conflict through connection, and using co-creation to build shared ownership.
日本語の概要は準備中です。原文の説明を表示しています。
Map stakeholders, decision rights, influence and blockers from supplied evidence. Use when ownership is unclear or the stakeholder landscape changes.
日本語の概要は準備中です。原文の説明を表示しています。
Matter scoping across the full pre-execution arc — organise client data into a structured brief, capture the agreed baseline, or reconstruct scope mid-flight. Use when making sense of client information before a proposal, scoping a new matter, running a kickoff, defining scope, mapping stakeholders, or inheriting a matter mid-flight. Trigger on: 'make sense of this', 'structure this for the proposal', 'scope this matter', 'new matter', 'kickoff', 'what are we doing', 'who are the stakeholders', 'what does success look like', 'matter setup', 'intake', 'I've inherited this matter', 'organise this client data'.
日本語の概要は準備中です。原文の説明を表示しています。
Structured requirements elicitation for analysis requests. Use when scoping new analysis projects, clarifying ambiguous business questions, or documenting analysis acceptance criteria with stakeholders.
日本語の概要は準備中です。原文の説明を表示しています。
Builds a stakeholder map and an influence plan for getting buy-in from executives, founders, peers, engineering, sales or legal, then scripts the pitch, the pushback and the follow-up. Use it for stakeholder management, managing up, getting buy-in, handling a founder's pet idea, disagreeing with the CEO, saying no to a flood of requests, or building trust as a new PM. Draws on 140 Lenny's Podcast guests incl. Jessica Fain, Jeffrey Pfeffer and Hilary Gridley.
日本語の概要は準備中です。原文の説明を表示しています。
Translate technical security work into the language of non-security audiences — board, executives, engineering, customer success, customers, legal, procurement, sales. Covers incident communication, post-mortem narrative, audit-findings-for-stakeholders, risk justification, security spend justification, and customer-facing breach disclosure. Use when the user mentions 'security comms,' 'communicate this finding,' 'explain to my boss,' 'board update,' 'executive summary,' 'incident communication,' 'breach notification,' 'customer disclosure,' 'security memo,' 'post-mortem narrative,' 'risk justification,' 'why this matters to the business,' 'translate this finding,' 'stakeholder update,' or has technical security work that needs to land with a non-security audience.
日本語の概要は準備中です。原文の説明を表示しています。
Complete Product Owner / Product Manager capability — a wiki-style knowledge map of product practice in active software development: the role and its boundaries, strategy cascade (vision → OKRs → roadmap → backlog), continuous discovery, backlog craft (epics, INVEST stories, acceptance criteria), prioritization frameworks (RICE, MoSCoW, Kano, WSJF), sprint delivery, metrics (North Star, AARRR), stakeholder management, and anti-patterns. The PO/PM owns what gets built, in what order, and why — including the end-to-end user flows and user journeys. Use when scoping a product or feature, decomposing an idea into outcomes/epics/stories, prioritizing a backlog, defining an MVP, mapping user journeys, measuring success, or saying no to a stakeholder. Pairs with super-ui-ux-design, which owns how each screen looks and behaves.
日本語の概要は準備中です。原文の説明を表示しています。
Guides the periodic DPIA review lifecycle including trigger identification for regulatory changes, new data categories, technology changes, and breach incidents. Covers version control, stakeholder sign-off procedures, and DPIA register management per Art. 35(11). Keywords: DPIA review, PIA update, review cadence, version control, Art. 35(11), periodic review, trigger events, stakeholder sign-off.
日本語の概要は準備中です。原文の説明を表示しています。
Implement the NIST Privacy Framework COMMUNICATE function covering CM.AW awareness raising and CM.PO communication policies. Provides transparency mechanisms, stakeholder engagement frameworks, privacy notice templates, and communication workflow guidance.
日本語の概要は準備中です。原文の説明を表示しています。
Convert a stakeholder summary markdown file into a single self-contained HTML executive report — bottom line and decision asks up front, supporting detail later — styled with a Test Double-derived palette and self-contained mermaid diagrams. Use when the user wants to turn a stakeholder summary, executive summary, or business summary into an HTML report, generate an HTML version of a summary doc, or produce a shareable HTML file from a summary markdown. Produces an HTML sibling file only; does not publish anything.
日本語の概要は準備中です。原文の説明を表示しています。
管理咨询 (管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的价值之辩 (「借你的表告诉你时间」「frameworks 是剧场表演 vs 真洞见」Matthew Stewart《The Management Myth》)、McKinsey 的丑闻 (Purdue 阿片类/独裁政府/ICE/利益冲突, Bogdanich & Forsythe《When McKinsey Comes to Town》)、咨询 vs 自建战略部、generalist 通才 vs specialist 专才之争、AI/GenAI 对初级分析师工作的冲击; (h) 流派 — 战略经典 (Porter 定位学派/五力 vs 资源基础观 RBV vs 蓝海战略 Kim&Mauborgne vs 颠覆式创新 Christensen vs Mintzberg 应急战略批判 planning school); 三巨头气质分野 (McKinsey 事实驱动/CEO 信任/通才, BCG 概念/思想领导力/经验曲线/增长-份额矩阵, Bain 结果导向/NPS 净推荐值/PE 关系/与客户深度绑定)。不含: 投行 M&A/财务顾问 (估值/承销超出范畴)、纯 IT 实施/系统集成 (SI 人力外包)、纯审计/税务、纯人力 RPO/猎头、内部战略部 only (虽相关但本 skill 聚焦专业服务咨询的外部视角)。) Master OS — automated mastery of 管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的
日本語の概要は準備中です。原文の説明を表示しています。
Create stakeholder alignment artifacts including responsibility matrices, decision frameworks, and communication plans.
日本語の概要は準備中です。原文の説明を表示しています。
Review a feature or PRD for stakeholder and political risk before broad circulation.
日本語の概要は準備中です。原文の説明を表示しています。
Generate rigorous stakeholder challenge questions for proposal or meeting preparation.
日本語の概要は準備中です。原文の説明を表示しています。
Map stakeholders by power and interest to plan engagement strategy. Use when starting multi-stakeholder initiatives.
日本語の概要は準備中です。原文の説明を表示しています。
Use when updating the stakeholder - report in outcome language (what changed for users, what's next, what decision is needed), translate technical detail, and surface risks early
日本語の概要は準備中です。原文の説明を表示しています。
Use when a stakeholder sends a request - route it to backlog tasks, an analiz task, or a focused question, decide ask-vs-assume with a Definition of Ready, and ask only what a wrong guess would actually cost
日本語の概要は準備中です。原文の説明を表示しています。
Business ethics, corporate governance, and stakeholder responsibility for firms operating in complex social and regulatory environments. Covers ethical frameworks applied to business, stakeholder vs shareholder theory, board structure and fiduciary duty, conflicts of interest, whistleblowing, CSR and ESG, and the distinction between legal compliance and ethical conduct. Use when evaluating a decision with ethical stakes, designing a governance structure, or diagnosing a corporate scandal.
日本語の概要は準備中です。原文の説明を表示しています。
Expert product demonstration specialist for SaaS and B2B software. Use when preparing demos, structuring demo presentations, tailoring to stakeholders, handling objections during demos, managing live vs sandbox environments, or improving demo conversion rates. Covers remote and in-person demos, multi-stakeholder presentations, technical deep-dives, and executive briefings.
日本語の概要は準備中です。原文の説明を表示しています。
Write a structured weekly or bi-weekly program status report for stakeholders. Use when the user says "write a status report", "program update", "stakeholder update", "weekly status", "RAG status", "program health report", "what do I send to leadership", "write the update for [program]", or needs to communicate delivery progress - even if they don't explicitly say "status report". Produces a concise, scannable report with RAG status, blockers, and decisions needed.
日本語の概要は準備中です。原文の説明を表示しています。
Facilitate structured requirements gathering. Use when the user says "gather requirements", "elicitation session", "stakeholder interview", "requirements workshop", "what do the users need", "discover requirements", "trawl for requirements", "understand the business need", "conduct interviews", or needs to systematically extract requirements from stakeholders - even if they don't explicitly say "elicitation".
日本語の概要は準備中です。原文の説明を表示しています。