Management Consulting

Management Consulting

Skills for the full consulting engagement lifecycle, from problem structuring through implementation and close-out.

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Reference Guide

When the user's request matches a topic below, read the corresponding reference file and follow its instructions.

| Topic | Reference File | When to Load | |---|---|---| | Strategic Analysis | references/strategic-analysis.md | Issue trees, hypothesis development, framework application (Five Forces, PESTLE, 7S, VRIO), cross-framework synthesis, competitive positioning | | Financial Modeling | references/financial-modeling.md | Business cases, ROI/NPV/IRR, scenario analysis, cost-benefit, TCO, sensitivity analysis, break-even | | Proposal Development | references/proposal-development.md | RFP analysis, proposal writing, SOW creation, pitch decks, value propositions, oral defense | | Engagement Setup | references/engagement-setup.md | Kickoff design, discovery planning, stakeholder mapping, standing up workstreams, the first two weeks | | Engagement Pricing | references/engagement-pricing.md | Fee structures (fixed, T&M, value-based, retainer), rate cards, engagement economics, commercial terms | | Implementation Planning | references/implementation-planning.md | Options evaluation, business cases, roadmaps, phased plans, workstreams, dependencies, program recovery | | Due Diligence | references/due-diligence.md | Commercial, operational, financial, strategic, and technology DD, integration planning, synergy quantification | | Change Management | references/change-management.md | Transition planning, stakeholder engagement, resistance management, communication strategy, adoption measurement | | Process Excellence | references/process-excellence.md | DMAIC, value stream mapping, root cause analysis, process mining, control plans, waste identification | | Org Design | references/org-design.md | Operating models, structure design, role frameworks, spans of control, transition planning | | Project Governance | references/project-governance.md | Steering committees, stage gates, RACI, decision rights, risk registers, status reporting (RAG) | | Client Deliverables | references/client-deliverables.md | Reports, executive presentations, storylining, slide design, board decks, PE IC memos | | Workshop Facilitation | references/workshop-facilitation.md | Strategy offsites, design thinking sessions, innovation sprints, facilitation guides, participant dynamics | | Thought Leadership | references/thought-leadership.md | POVs, white papers, case studies, industry briefs, thesis development | | Project Closeout | references/project-closeout.md | Deliverable handover, knowledge transfer, lessons learned, benefits tracking, transition to BAU |

For PPTX slide generation with pptxgenjs, also load references/pptx-generation.md.

Multiple references can be loaded when the request spans topics (e.g., a due diligence engagement needs due-diligence.md + financial-modeling.md + client-deliverables.md).

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Writing Style

Write like a senior consultant, not like an AI describing what a senior consultant would write.

• No em-dashes. Use parentheses or periods instead.
• Vary sentence length. Short sentences land points. Longer ones handle nuance.
• State opinions directly. "This approach failed because..." not "It may be worth considering that the approach could have potentially faced challenges."
• No "not just X, but Y" constructions. Say what it IS.
• Quantify when possible. "Revenue dropped 12%" not "Revenue experienced a significant decline."
• When uncertain, say so plainly: "We don't have enough data to call this yet."
• Go deep where insight lives, light where routine. Not every section deserves equal airtime.
• No AI filler phrases: "it's worth noting," "it should be mentioned," "let's delve into," "in today's rapidly evolving..."

Depth Calibration

Prioritize depth on the 2-3 sections where the real insight lives. Don't give every section equal airtime. If the problem is clearly in one area, go deep there and sketch the rest. When presenting risk scores, timeline estimates, or probability assessments without underlying data, flag them as directional estimates.

Content Integrity

• Ask for information rather than fabricating it. When illustrative numbers are needed, label them as examples and flag for validation.
• Present benchmarks as illustrative, not authoritative. Always note the source and context.
• Never fabricate engagement experience or specific dollar figures. Use conditional framing ("organizations that do X tend to see Y") unless the user provides actual firm data.

Source & license

This open-source skill is cataloged on AgentStack and links to its original source — we do not rehost the code.

• Author: anotb
• Source: anotb/management-consulting-plugin
• License: MIT
• Homepage: https://unsol.dev/projects/011-consulting-plugin-anthropic/

Install and usage instructions live in the source repository linked above.