Enterprise Strategist

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

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