Ai With Piyas
Ai With Piyas

@piyascode9

13 tweets Apr 30, 2026
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GOODBYE $500,000 McKinsey consultants forever.
Claude just replaced 6 weeks of strategy analysis into 8 minutes completely free.
Here are 12 prompts to go from completely clueless to completely boardroom-ready in every business decision: πŸ‘‡
Top designers are already using this.
Bookmark this thread πŸ”–
GOODBYE $500,000 McKinsey consultants forever. Claude just replaced 6 weeks of strategy analysis in...
1./ The MECE Issue Tree Builder
You are a strategy consultant breaking down a messy business problem into a clean, structured issue tree. Use the MECE principle (Mutually Exclusive, Collectively Exhaustive) so every part of the problem is covered exactly once with no overlaps.
Here is what I need:
- Problem statement: Rewrite my problem as one clear, specific sentence. Remove any vague or emotional language.
- MECE explained: Briefly tell me what MECE means, why breaking it leads to bad analysis, and how to check each branch.
- Level 1 branches: Give me 2 to 4 top-level categories that together cover 100% of the problem with zero overlap.
- Level 2 branches: Under each Level 1 category, give me 2 to 4 sub-issues that are also MECE and fully cover that category.
- Level 3 branches: For the most important Level 2 issues, go one level deeper into root causes or key questions to investigate.
- Overlap check: Point out any place where branches overlap and show me how to fix it.
- Gap check: Point out anything the tree misses and tell me where to add it.
- Priority call: Which branch most likely holds the root cause or the biggest opportunity, and why?
- Hypothesis per branch: For each Level 1 branch, write one clear guess about what the analysis will probably find.
- Visual layout: Describe the full tree structure clearly enough that I can rebuild it in PowerPoint or Miro right away.
Give me the full issue tree with all three levels, overlap and gap checks, and hypotheses for each branch.
My messy problem: [DESCRIBE YOUR BUSINESS PROBLEM IN ANY FORM]
2./ The Five Forces Industry Analyzer
You are a strategy consultant running a full Porter's Five Forces analysis for a client looking at a new market. Give me a complete, evidence-based picture of how attractive this industry is.
Here is what I need:
- Force 1, Threat of New Entrants: Look at capital needs, brand loyalty, regulations, scale advantages, distribution access, and how existing players would fight back. Rate it High, Medium, or Low with supporting evidence.
- Force 2, Supplier Power: Look at how many suppliers exist, switching costs, supplier concentration, risk of suppliers selling direct, and how much volume matters. Rate with evidence.
- Force 3, Buyer Power: Look at buyer concentration, price sensitivity, switching costs, risk of buyers making it themselves, and how standard the product is. Rate with evidence.
- Force 4, Threat of Substitutes: Look at what alternatives exist, their price and performance compared to ours, how easy switching is, and how willing buyers are to switch. Rate with evidence.
- Force 5, Competitive Rivalry: Look at number and size of competitors, how fast the industry grows, how different the offerings are, exit barriers, and cost structures. Rate with evidence.
- Industry attractiveness score: Give a weighted score from 1 to 10 across all five forces and explain what it means for profit potential.
- Dominant force: Which single force matters most for margins in this industry, and why it outweighs the rest?
- Action per force: For each force, give one specific move a smart company would make to reduce the threat or take advantage of it.
- Best position: Based on everything above, where is the most defensible and profitable spot in this market?
Format this as a consulting-style report with force ratings, evidence, and ranked recommendations.
Industry: [YOUR INDUSTRY OR MARKET]
My position: [ENTERING AS / COMPETING AS]
3./ The Pyramid Principle Narrative Builder
You are a communications expert trained in the Pyramid Principle (Barbara Minto's method). Take my raw data and messy findings and turn them into a clear, structured story ready for the boardroom.
Here is what I need:
- Main message: The single most important takeaway from all my data. One sentence that a CEO would act on right away.
- SCQA framework:
- Situation: The background context the audience already knows and agrees with.
- Complication: The change, problem, or tension that makes the current situation unacceptable.
- Question: The natural question the audience asks when they hear about the complication.
- Answer: My main message stated as a direct, confident answer to that question.
- Pyramid structure: Three groups of supporting arguments, each with three data points or sub-arguments underneath.
- Horizontal logic check: Does each group tell the same kind of story (all deductive or all inductive) without mixing the two?
- Vertical logic check: Does every argument directly support the one above it with no gaps in reasoning?
- Deductive vs. inductive: Which approach works better for this specific audience and recommendation?
- Executive summary: One polished paragraph using the SCQA structure, ready to open any presentation or memo.
- Slide 1 content: Exactly what should go on the first slide. Give me the headline, supporting points, and data highlights.
Give me the full pyramid structure with SCQA, the outline, and Slide 1 content.
My raw data and findings: [PASTE YOUR DATA, BULLET POINTS, OR ANALYSIS]
Audience: [WHO WILL RECEIVE THIS]
4./ The BCG Matrix Portfolio Analyzer
You are a corporate strategy consultant building a BCG Growth-Share Matrix to review a product portfolio.
Here is what I need:
- Matrix explained: What each of the four quadrants means (Stars, Cash Cows, Question Marks, Dogs) and the strategy logic behind each one.
- Growth rate axis: How to set the cutoff between high and low market growth for this specific industry.
- Market share axis: How to calculate relative market share correctly (compared to the largest competitor, not total market share) for each product.
- Quadrant placement: Put each product or business unit in the right quadrant based on the data I give you, and explain your reasoning.
- Stars: Which products are Stars, how much investment they need, and what has to happen for them to become Cash Cows.
- Cash Cows: Which products are Cash Cows, how much cash they throw off, and how to get the most out of them without running them into the ground.
- Question Marks: Which products are Question Marks, which ones deserve more investment vs. which should be cut loose, and how to tell the difference.
- Dogs: Which products are Dogs, whether to squeeze out remaining value or shut them down, and what the cost of each option looks like.
- Portfolio balance: Is the current mix too heavy in any one quadrant? What does a better balance look like?
- Where to put the money: How to move cash from Cash Cows to fund the best Stars and Question Marks.
Give me the full BCG Matrix analysis with quadrant assignments, investment advice, and a rebalancing plan.
My product portfolio: [LIST PRODUCTS WITH REVENUE, MARKET SHARE, AND MARKET GROWTH DATA]
5./ The Hypothesis-Driven Analysis Engine
You are a strategy consultant setting up a hypothesis-driven analysis on Day 1 of a new project. Help me think like a top consulting team from the very first slide.
Here is what I need:
- Starting hypothesis: One clear, testable statement about what the answer probably is, before doing any deep analysis.
- Why this hypothesis: Why this is the most reasonable starting point given what we already know.
- Key questions: The 5 most important questions that, once answered, would either prove or kill the hypothesis.
- Analyses needed: For each question, the specific data work or research required to answer it.
- Data sources: Where to find the data for each analysis (internal systems, industry reports, expert calls, public databases).
- Work plan: A week-by-week schedule for a 3-week sprint to test the hypothesis efficiently.
- Backup hypotheses: 2 alternative hypotheses the data might support instead, and what would make me switch to each one.
- Early signals: Data or observations already available that either support or challenge the starting hypothesis.
- Presentation outline: The structure of the final deck assuming the hypothesis turns out to be correct. Give me slide titles only.
- Honesty check: What result would completely disprove the hypothesis and force us to start over?
Give me a Day 1 setup with hypothesis, key questions, work plan, and presentation outline.
Business situation: [DESCRIBE WHAT YOU KNOW SO FAR]
Decision to be made: [WHAT THE ANALYSIS MUST ANSWER]
6./ The Competitive Landscape Summary
You are a strategy analyst who has spent three weeks building a competitive intelligence report. Now compress everything into one executive-ready slide with no filler.
Here is what I need:
- Top competitors: The 8 most relevant competitors, ranked by how much they matter to my situation.
- Comparison dimensions: The 6 to 8 most important ways to compare them. Not feature checklists, but real competitive factors like pricing model, target customer, distribution, type of advantage, and growth direction.
- Competitor grid: Rate each competitor on each dimension with a short note explaining the rating.
- Clusters: Which competitors are fighting the same fight vs. which are playing a totally different game?
- Open space: Positions that nobody currently owns. These are potential ways to stand out.
- Who is moving: Which competitors are gaining ground, which are stuck, and which are losing steam?
- Biggest threat: The one player most likely to hurt my position in the next 18 months, and exactly how.
- One-slide layout: The exact structure for a single executive slide that shows the whole competitive picture. Tell me what goes where.
- Three-sentence summary: The competitive landscape in three sentences that a CEO would read twice.
Give me a competitive brief with the grid, open space analysis, and the one-slide layout.
My company or product: [DESCRIBE YOUR OFFERING AND MARKET POSITION]
Key competitors: [LIST WHO YOU CONSIDER COMPETITION]
7./ The SWOT That Actually Works
You are a strategy consultant who refuses to produce the vague, generic SWOT analysis that fills most slide decks. Give me a SWOT that is specific, backed by evidence, and directly useful.
Here is what I need:
- Strengths: 4 to 5 real competitive advantages with proof. Not generic claims like "great team" but specific, measurable things that competitors cannot easily copy.
- Weaknesses: 4 to 5 honest internal problems that could hold us back, with a note on how hard each one is to fix.
- Opportunities: 4 to 5 specific outside conditions creating a real window of advantage, with timing on how long each window stays open.
- Threats: 4 to 5 outside forces that could hurt performance, with a probability and impact rating for each.
- Interaction analysis: The 4 most important combinations across quadrants (Strength + Opportunity, Strength + Threat, Weakness + Opportunity, Weakness + Threat) and what strategic move each one suggests.
- Top priorities: Which single strength to lean into most, which weakness to fix first, which opportunity to chase now, and which threat to deal with right away.
- Strategic actions: 3 concrete moves that come directly from this SWOT. Not vague direction, but specific things to do.
- "So what?" test: For every item in all four boxes, confirm it leads to a clear action. If it does not, remove it.
- One-slide format: How to lay this out as a clean 2x2 grid that looks sharp in a boardroom.
Give me a strategic SWOT with evidence for each item, interaction analysis, and three clear recommendations.
My business: [COMPANY, PRODUCT, OR INITIATIVE]
Context: [WHAT DECISION THIS SWOT IS HELPING WITH]
8./ The "So What?" Stress Test
You are a senior strategy partner reviewing an analyst's work before it goes to the client. Your only job is to keep asking "So what?" until every recommendation is solid and specific.
Here is what I need:
- Recommendation check: Take each of my recommendations and ask "So what?" three times to push each one down to a concrete, actionable insight.
- Vague language detector: Flag every weak phrase like "improve efficiency," "drive growth," "optimize performance," or "build capabilities." Force each one into specific, measurable language.
- Logic chain check: For each recommendation, confirm the full chain works: Data leads to Insight leads to Implication leads to Recommendation leads to Action. Flag any broken links.
- Specificity test: For every recommendation, check if it is missing a "what exactly," "by how much," "by when," or "owned by whom."
- Pushback rehearsal: What would a skeptical CFO or board member say about each recommendation? How should I respond?
- Priority order: Are the recommendations ranked correctly by impact and ease of execution? If not, show me the right order.
- Dependencies: Which recommendations need others to happen first? What is the right sequence?
- Confidence level: Which recommendations have strong evidence behind them and which are educated guesses that need more support?
- Slide title test: If each recommendation were the headline of a final presentation slide, would it be specific enough to act on right away?
Give me a stress test with before-and-after rewrites for each recommendation and a final prioritized list.
My recommendations: [PASTE YOUR CURRENT RECOMMENDATIONS OR ANALYSIS]
9./ The Value Chain Breakdown
You are a strategy analyst mapping the full value chain to find where a business creates value, captures value, and loses value.
Here is what I need:
- Primary activities: Break my business into all primary activities (bringing in materials, operations, shipping out products, marketing and sales, customer service) and assess how each one is performing today.
- Support activities: Break down company systems, people management, technology, and purchasing. Show where support activities help or hold back the primary ones.
- Where we create value: Which activities in the chain genuinely create better value than competitors?
- Where we lose value: Where is value being created but not captured? Where does margin leak away to suppliers, middlemen, or wasteful processes?
- Cost structure: Which activities eat the most cost relative to the value they produce?
- Competitor comparison: How does my chain differ from the top competitor's, and where do those differences create advantages or disadvantages?
- Make vs. buy: Which activities could be outsourced to cut cost without giving up strategic control?
- Integration chances: Where would expanding forward (toward customers) or backward (toward suppliers) improve margins or competitive position?
- Biggest lever: The single activity that, if improved by 20%, would have the largest effect on our overall competitive position.
Give me a value chain analysis with the activity map, value creation and leakage points, and prioritized improvement steps.
My business: [DESCRIBE YOUR COMPANY AND INDUSTRY]
My biggest cost or margin concern: [WHERE YOU FEEL THE MOST PRESSURE]
10./ The Scenario Planning Matrix
You are a strategy partner running a scenario planning session for a leadership team facing serious uncertainty.
Here is what I need:
- Two key unknowns: The 2 most important factors that are both very uncertain and very impactful for my business. These become the two axes of the matrix.
- 2x2 scenario grid: Four different, internally consistent scenarios built from the high and low combinations of those two factors.
- Scenario stories: For each scenario, a short description (5 to 7 sentences) of what the world looks like in 3 to 5 years under those conditions.
- Scenario names: A short, memorable name for each scenario that captures its feel.
- What each means for us: For each scenario, 3 specific effects on our strategy, product, pricing, or operations.
- Strategic options: Moves that work well across multiple scenarios (safe bets) vs. moves that only pay off in one scenario (gambles).
- Early warning signs: For each scenario, 3 signals we can watch for today that would tell us which direction things are heading.
- Protection plan: How to position the business to survive the worst scenario while still winning in the best one.
- Decision triggers: Specific points where we switch from one approach to another based on which scenario starts to unfold.
Give me the full scenario matrix with stories, effects, safe strategies, and an early warning dashboard.
My business context: [DESCRIBE YOUR INDUSTRY AND SITUATION]
The uncertainty I worry about most: [BIGGEST UNKNOWN YOU FACE]
11./ The Operating Model Designer
You are an organization design consultant building the operating model that turns strategy into day-to-day execution.
Here is what I need:
- Strategy to model: How my stated strategy should directly shape every piece of the operating model.
- Structure options: Evaluate functional, divisional, matrix, and network structures for my specific situation, with pros and cons of each.
- Recommended structure: Which structure fits best given my strategy, size, and people, and why.
- Decision rights: For the 10 most important recurring decisions in my business, who should decide, who should be asked for input, and who just needs to be told (RACI format).
- Key processes: The 5 most critical business processes that must run well for the strategy to work, and current gaps in each.
- Performance tracking: What to measure, how often, and what behavior each metric should encourage.
- Critical roles: The 3 to 5 jobs that matter most for competitive advantage, and what "great" looks like in each one.
- Culture and behavior: The 3 to 4 behaviors the model must encourage, and which management practices will make them stick.
- Coordination: How different teams and functions stay aligned without creating unnecessary meetings or approvals.
- Rollout order: What order to make changes in, to keep disruption low and get early wins.
Give me an operating model blueprint with the structure recommendation, decision rights map, and rollout plan.
My business: [DESCRIBE COMPANY, STRATEGY, AND CURRENT SETUP]
Biggest execution challenge: [WHERE STRATEGY IS NOT TURNING INTO RESULTS]
12./ The Full Strategy Synthesis (Master Prompt)
You are a senior strategy partner presenting final recommendations to a CEO and board after a six-week engagement. Pull everything together into one clear, decisive strategy document.
Here is what I need:
- Where we stand: The current state of the business covering market position, competitive situation, financial health, and team capability. Be precise and direct.
- The core question: The single most important question this entire analysis set out to answer.
- Top 5 findings: The five most important things the analysis uncovered, each stated as a sharp, evidence-backed insight.
- Pyramid narrative: The main message, three supporting arguments, and nine data points organized in a clean pyramid structure.
- Three paths forward: Three distinct strategic options with an honest look at expected value, risk, what capabilities are needed, and how long each takes to show results.
- My recommendation: One clear choice with the reasoning a skeptical board member needs to hear before agreeing.
- Success requirements: The 5 things that must go right for the recommended strategy to work.
- 30-60-90 day plan: Specific actions in the first 30 days, a progress check at 60 days, and a key turning point at 90 days.
- Risk list: Top 5 risks with probability, impact, and a plan to reduce each one.
- One-page board summary: If you had exactly one page to present to the board, what would it say? Give me the headline, three key findings, the recommendation, and next steps.
Give me a final strategy document with pyramid narrative, options analysis, recommendation, and one-page board summary.
My business: [FULL CONTEXT: COMPANY, MARKET, STAGE, TEAM, REVENUE, BIGGEST CHALLENGE]
Decision to make: [THE STRATEGIC CHOICE THAT NEEDS TO BE RESOLVED]
Timeline: [WHEN A DECISION MUST BE MADE]

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