AI Prompts for Claude for Consulting

Help me build an issue tree for this client problem: [DESCRIBE THE CLIENT SITUATION AND THE CENTRAL QUESTION THEY NEED TO ANSWER]. An issue tree (or logic tree) breaks the central question into mutually exclusive, collectively exhaustive (MECE) sub-questions. Build: (1) the overarching question in one sentence, (2) the 3-4 first-level branches that completely cover the problem space without overlapping, (3) the 2-3 second-level sub-questions under each branch, (4) a test of MECE: is anything missing, and do any branches overlap? Format as a hierarchical structure. Then identify which branch is most likely to contain the key insight and should be prioritized first.

Generate hypotheses for this consulting engagement. Client situation: [DESCRIBE INDUSTRY, COMPANY TYPE, AND THE CENTRAL BUSINESS PROBLEM]. Using a hypothesis-first approach, generate: (1) 5-7 specific, testable hypotheses about what is driving the problem, (2) for each hypothesis: the evidence that would confirm it, the evidence that would refute it, and the data or analysis I would need to test it, (3) a prioritized list of hypotheses to test first based on: likelihood of being true, ease of testing, and magnitude of impact if true. A good hypothesis is specific enough to be proven wrong.

Recommend the right analytical framework for this consulting problem: [DESCRIBE THE CLIENT SITUATION AND WHAT DECISION OR RECOMMENDATION NEEDS TO BE MADE]. Evaluate these frameworks for fit: Porter's Five Forces, McKinsey 7-S, Value Chain Analysis, BCG Growth-Share Matrix, MECE issue tree, Jobs-to-be-Done, Ansoff Matrix, or [SUGGEST OTHERS RELEVANT TO THE PROBLEM]. For the top 2-3 frameworks, explain: (1) what question this framework answers, (2) how well it fits this specific problem, (3) its limitations for this context, (4) how to adapt it if needed. Recommend one primary framework and a secondary one for a different angle, with rationale.

Help me scope this consulting engagement. The client request: [DESCRIBE WHAT THE CLIENT ASKED FOR]. My initial understanding of the work involved: [DESCRIBE]. A well-scoped engagement: (1) defines clearly what is included and explicitly what is out of scope, (2) identifies the key deliverables and their form (slide deck, model, workshop, written report), (3) names the key decisions this engagement will inform, (4) identifies the key dependencies and risks to timeline, (5) specifies success criteria. Help me write a scope definition I can use in a statement of work or scoping email that protects both parties from scope creep.

Build a stakeholder analysis for this consulting engagement. Client organization: [DESCRIBE COMPANY TYPE AND INDUSTRY]. Key stakeholders involved: [LIST NAMES OR ROLES AND WHAT YOU KNOW ABOUT EACH]. For each stakeholder, analyze: (1) their formal role and decision-making authority, (2) their likely perspective on the project (supporter, skeptic, neutral), (3) their personal stake in the outcome (what does success or failure mean for them), (4) their influence over the project's success beyond formal authority, (5) how to engage them effectively. Then produce an engagement strategy: which stakeholders need active management, which need regular communication, which are risks to the project.

Help me write an SCR (Situation-Complication-Resolution) narrative for a consulting deliverable. Situation: [DESCRIBE THE BACKGROUND CONTEXT THE CLIENT ALREADY KNOWS AND AGREES WITH]. Complication: [DESCRIBE THE PROBLEM, CHANGE, OR TENSION THAT MAKES THE SITUATION UNSATISFACTORY]. Resolution: [DESCRIBE THE ACTION OR RECOMMENDATION THAT RESOLVES THE COMPLICATION]. Refine this narrative structure so that: (1) the Situation is genuinely what the client believes to be true (not analysis you need to prove), (2) the Complication creates real urgency (not just an interesting observation), (3) the Resolution follows directly from the Complication (not from a separate logic), (4) all three can be stated in under 3 sentences each. This is the spine of your entire deliverable.

Help me develop insights from this data and analysis. Data I have: [DESCRIBE OR PASTE KEY DATA POINTS, FINDINGS, OR PATTERNS]. The client question: [DESCRIBE WHAT THEY NEED TO KNOW]. An insight is not data , it is the non-obvious conclusion the data supports when interpreted through client-specific context. Help me: (1) identify what is genuinely surprising or counterintuitive in this data, (2) distinguish between observations (what the data shows), inferences (what the data implies), and recommendations (what to do), (3) develop 3-5 insights that are specific enough to be actionable, (4) identify what additional data would strengthen or challenge each insight.

Structure the recommendations for this consulting engagement. The client problem: [DESCRIBE]. My analysis conclusions: [DESCRIBE WHAT YOU FOUND]. Write 3-5 recommendations following this structure: (1) a clear action statement in imperative form ("Implement X to achieve Y"), (2) the rationale connecting to the analysis, (3) the expected outcome or benefit with specifics where possible, (4) implementation considerations (who, timeline, resources), (5) the risks of this recommendation and how to mitigate them. Then create a prioritization logic: which recommendation should be done first and why, and which is most transformative vs. most immediate.

Structure a competitive benchmarking analysis for [CLIENT COMPANY] in [INDUSTRY]. The question: [DESCRIBE WHAT THE CLIENT WANTS TO UNDERSTAND ABOUT COMPETITORS]. Design the analysis: (1) select the right set of benchmarks (who should we compare to and why), (2) identify the dimensions to benchmark (financial performance, operational metrics, product capabilities, customer metrics, cost structure), (3) specify the data sources for each dimension, (4) define what "best practice" means for each dimension and how we will identify who exemplifies it, (5) design the output format that will make the insight immediately usable for the client decision. Include a benchmarking template table with the right structure.

Write the executive summary for a consulting deliverable on [DESCRIBE THE PROJECT AND KEY FINDINGS]. The executive summary should follow the consulting pyramid principle: (1) start with the governing thought (the single key message from the entire deliverable), (2) present the 3-4 supporting arguments in descending order of importance, (3) each supporting argument is itself supported by evidence, (4) the logic flows top-down: conclusions first, evidence second. Write as if the client will only read this page. Every sentence must earn its inclusion. Specifically: no more than one page, no jargon, every recommendation actionable, every claim supported.

Write action-oriented headlines for these consulting slides. Current descriptive titles: [LIST YOUR CURRENT SLIDE TITLES]. A strong consulting slide headline: (1) states the insight or conclusion, not the topic (not "Revenue Analysis" but "Revenue declined 12% driven by customer churn in the enterprise segment"), (2) is a complete sentence with a subject and verb, (3) is specific enough to stand alone without the body content, (4) uses precise language the client can act on. Rewrite each title as an insight headline. Then write 2 alternative versions for each so I can choose the most impactful framing.

Write the narrative for this data visualization: [DESCRIBE THE CHART TYPE, WHAT DATA IT SHOWS, AND WHAT THE KEY PATTERNS ARE]. A data slide needs: (1) a headline that states the conclusion the data supports (not a description of what is in the chart), (2) a "so what" annotation on the chart itself pointing to the key data point that supports the headline, (3) a speaker note (2-3 sentences) that I can use to explain this slide verbally, covering: what this shows, why it matters for the client, and the implication. Write all three elements. Also flag any ways this data could be misread and how to prevent that in the design or annotation.

Write a presentation script for a client meeting presenting [DESCRIBE WHAT YOU ARE PRESENTING: INITIAL FINDINGS, A FINAL RECOMMENDATION, A STATUS UPDATE]. Audience: [DESCRIBE WHO WILL BE IN THE ROOM AND THEIR FAMILIARITY WITH THE PROJECT]. Duration: [X MINUTES]. The script should: (1) open by grounding the client in the question being answered (not by reviewing the agenda), (2) present the governing thought early, not at the end, (3) anticipate the 3 questions the client will ask at each key point and weave answers into the narrative, (4) plan for transitions between speakers if multiple presenters, (5) close with a clear ask or decision to be made. Write as spoken words, not slide bullet points.

Write an email to the client covering [DESCRIBE: PROJECT STATUS UPDATE, REQUEST FOR DATA OR ACCESS, DELAY NOTIFICATION, MEETING PREPARATION]. The email should: (1) state the most important information in the first sentence, (2) be specific and concrete about what has been done and what is needed, (3) clearly separate any asks from informational content, (4) give the client a specific deadline for any required responses, (5) never leave the next step ambiguous. Under 250 words. Consulting communication should feel confident and organized , never uncertain or overly deferential. Include a P.S. only if there is a secondary point that should be highlighted.

Write a client meeting agenda and pre-read document for [DESCRIBE THE MEETING: WORKING SESSION, STEERING COMMITTEE, FINAL PRESENTATION, SCOPE DISCUSSION]. The agenda should: (1) state the meeting objective (what decision or outcome we are working toward), (2) list agenda items with time allocations and owners, (3) distinguish between items that are for information vs. discussion vs. decision, (4) include pre-work or pre-read expectations for participants. The pre-read (1 page maximum): (1) context: what we are working on and where we are, (2) key findings or questions to prime discussion, (3) what participants should come prepared to discuss or decide. Both documents should allow a busy executive to be fully prepared in 10 minutes.

Help me structure a response to this consulting case interview question: [DESCRIBE THE CASE PROMPT]. Walk me through: (1) the clarifying questions I should ask before structuring, (2) the right framework for this case type (profitability decline, market entry, M&A, pricing, operations), (3) the MECE structure I should present to the interviewer, (4) the 3-5 hypotheses I would want to test, (5) the data or information I would ask for to test each hypothesis. Then play the role of interviewer and ask me a follow-up question based on my structure. The goal is a tight, logical response that demonstrates structured problem solving, not exhaustive knowledge.

Help me prepare for this difficult client conversation: [DESCRIBE THE SITUATION: CLIENT PUSHING BACK ON FINDINGS, PROJECT SCOPE DISPUTE, TIMELINE CONCERN, SENSITIVE ORGANIZATIONAL FINDING]. Prepare: (1) the specific language I should use to open the conversation (direct but not defensive), (2) the 3-4 most likely objections or challenges the client will raise and my response to each, (3) any concessions I can make without compromising the work's integrity, (4) the outcome I am trying to achieve from this conversation, (5) how to close the conversation with alignment and a clear next step. Role-play the conversation with me if helpful.

Write a consulting industry primer for [DESCRIBE THE INDUSTRY]. As a consultant advising a client in this space, I need to understand: (1) the 5-7 key players and the competitive dynamics between them, (2) the industry's primary value drivers (what makes a company in this industry profitable or not), (3) the 3-5 major trends currently reshaping the industry, (4) the typical cost and revenue structure, (5) the key performance metrics that industry participants use, (6) the regulatory or external factors that constrain strategy. Format as a 1-page briefing document that prepares me for a client conversation. Note where I should verify information given knowledge cutoff limitations.

Help me build the financial logic for this business case: [DESCRIBE THE INITIATIVE: A COST REDUCTION PROGRAM, A NEW PRODUCT LAUNCH, A MARKET EXPANSION, AN ACQUISITION]. The recommendation being made: [DESCRIBE]. Structure the financial case: (1) identify the key value drivers (what specific changes generate the value), (2) quantify each driver with the best available estimates, (3) design the P&L or cash flow impact over a 3-5 year period, (4) calculate NPV and payback period, (5) sensitivity analysis: which assumption has the most impact on the result? Present the logic chain from initiative to financial value clearly enough that a skeptical CFO could follow it.

Help me structure a recommendation about an organizational change: [DESCRIBE THE SITUATION: RESTRUCTURING, TEAM DESIGN, PROCESS CHANGE, TALENT ISSUE]. Organizational recommendations are politically sensitive. Structure: (1) the business case for change (the cost of the current state), (2) the design principles for the new state (what it must accomplish), (3) the specific recommendation with rationale, (4) the transition plan and how to minimize disruption, (5) the expected benefits and how to measure them. For each element, identify the key stakeholder who will challenge this recommendation and how to address their concern. Write the organizational recommendation section for a consulting deliverable.