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strategic-assumption

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Updated 10-16 08:46

About this skill

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On first use: Read ../../CLAUDE.md to obtain scenario-level configuration (strategic objectives/industry benchmarks/assumption tracking rules).


/strategic-assumption — Strategic Assumption Analysis

Examples

→ Example: The user says "Our strategic assumption for 2026 is a stable RMB exchange rate, but it now looks like that may be wrong; help me reassess," and the system should invoke this skill to identify assumption deviations and update the strategic impact analysis.

→ Example: The user says "Help us sort out the core assumptions in our 3-year strategic plan and identify which are most likely to be overturned," and the system should invoke this skill to systematically identify and assess strategic assumptions.

→ Example: The user says "Major raw material prices are fluctuating sharply; help me assess the impact on the strategic plan," and the system should invoke this skill to analyze strategic sensitivity under changes in key assumptions.

Step 1: Strategic Assumption Identification

Strategic planning overview:

□ 战略周期:[X] 年([YYYY] 至 [YYYY])
□ 战略主题:[增长/效率/转型/国际化]
□ 战略目标:[列表]
□ 当前所处阶段:[规划/执行/评估]

Assumption source identification:

□ 外部假设(公司无法控制):
  → 市场假设:市场规模/增速/份额
  → 竞争假设:竞争对手行为/进入者
  → 政策假设:监管环境/贸易政策
  → 技术假设:技术路线/颠覆性创新

□ 内部假设(公司可以影响):
  → 资源假设:资金/人才/产能
  → 能力假设:技术/运营/组织能力
  → 执行假设:执行速度/效率/优先级

□ 财务假设:
  → 收入假设:增长率/市场份额
  → 成本假设:原材料/人工/规模效应
  → 融资假设:融资成本/可获得性

Step 2: Structured Assumption Documentation

Assumption list:

| # | 假设类别 | 假设描述 | 关联战略目标 | 假设来源 | 置信度 |
|---|---------|---------|------------|---------|--------|
| 1 | [市场] | [描述] | [目标] | [分析师/内部] | [高/中/低] |
| 2 | [竞争] | [描述] | [目标] | [内部] | [高/中/低] |
| 3 | [财务] | [描述] | [目标] | [内部] | [高/中/低] |

□ 假设置信度评估:
  → 高置信度:有充分数据支持,近 3 年未发生重大变化
  → 中置信度:有一定依据,但存在不确定性
  → 低置信度:依赖外部因素,缺乏历史验证

Critical Assumptions identification:

□ 高影响力假设(对战略目标影响 > [X]%):
  → 假设 1:[描述] — 关联目标 [名称] — 置信度 [低]
  → 假设 2:[描述] — 关联目标 [名称] — 置信度 [中]

□ 假设失效风险评估:
  → 假设 1:失效概率 [X]%,影响程度 [高/中/低]
  → 假设 2:失效概率 [X]%,影响程度 [高/中/低]

Step 3: Assumption Tracking

Assumption tracking mechanism:

□ 追踪频率:[每季度/每半年/每年]
□ 追踪责任人:[岗位/部门]
□ 触发事件追踪:[是/否] — 触发事件清单:
  → 市场假设:主要竞争对手重大行动
  → 政策假设:监管重大变化
  → 财务假设:实际结果与假设偏差 > [X]%

Assumption validation status:

□ 假设 1:[描述]
  → 上期验证:[YYYY-MM] — [结论]
  → 本期状态:[✅ 成立 / ⚠️ 待观察 / 🔴 已失效]
  → 变化信号:[有/无] — [描述]

□ 假设 2:[描述]
  → ...

Step 4: Assumption Change Impact Assessment

Assumption failure impact analysis:

□ 假设 1 已失效/即将失效:
  → 假设内容:[原假设] → [新情况]
  → 变化程度:[轻微/显著/根本性]
  → 对战略目标影响:
    · [目标1]:[原预测值] → [新预测值]([±X]%)
    · [目标2]:[原预测值] → [新预测值]([±X]%)

□ 连锁影响评估:
  → 假设 1 变化是否影响其他假设:[是/否]
  → 受影响假设:[假设2] — 影响方式 [描述]

Strategic vulnerability assessment:

□ 战略对假设的敏感度:
  → 高度敏感(假设变化 → 目标偏差 > [X]%):[战略/目标列表]
  → 中度敏感(假设变化 → 目标偏差 [X-X]%):[战略/目标列表]
  → 低度敏感:[战略/目标列表]

□ 战略韧性评估:
  → 韧性强的方面:[描述]
  → 韧性弱的方面:[描述]

Step 5: Strategic Adjustment Recommendations

Response strategy selection:

□ 针对失效假设的应对策略:
  → 规避:改变战略方向,不再依赖该假设
  → 缓解:采取措施降低假设失效的影响
  → 接受:承认风险,维持现状,准备应急计划
  → 利用:利用假设变化带来的机会

□ 建议策略(针对高风险假设):
  → 假设 1:[策略] — 理由 [描述]
  → 预期效果:[描述]

Strategic adjustment recommendations:

□ 调整方案 1:[描述]
  → 针对假设:[假设名称]
  → 调整内容:[具体调整]
  → 预期效果:[量化描述]
  → 实施难度:[高/中/低]
  → 资源需求:[描述]

□ 调整方案 2:[描述]
  → ...

Step 6: Generate Assumption Tracking Report

═══════════════════════════════════════
战略假设追踪报告
战略周期:[YYYY 至 YYYY]
报告期:[YYYY-MM]
生成时间:[YYYY-MM-DD HH:MM]
═══════════════════════════════════════

【战略目标概览】
□ 战略主题:[主题]
□ 关键目标:[X] 项
□ 假设总数:[X] 项(高置信 [X] / 中 [X] / 低 [X])

【假设状态追踪】

□ 🔴 失效假设:[X] 项
  → [假设1] — 状态 [已失效] — 影响 [目标1] 偏差 [±X]%
  → 建议应对:[策略]

□ 🟡 待观察假设:[X] 项
  → [假设2] — 信号 [描述] — 建议 [监控措施]

□ ✅ 成立假设:[X] 项
  → 总体置信度:[高/中/低]

【重大假设变化】
□ [假设名称]:
  → 原假设:[描述]
  → 新情况:[描述]
  → 影响:[目标] 偏差 [±X]%

【战略脆弱性】
□ 高敏感目标:[目标列表]
□ 韧性评估:[整体评估]

【建议】
□ 应对策略:[策略类型]
□ 战略调整建议:[描述]
□ 资源需求:[描述]

【下期追踪】
□ 下次追踪日期:[YYYY-MM-DD]
□ 重点关注假设:[列表]

═══════════════════════════════════════
置信度:[✅ 高 / ⚠️ 中 / 🔴 低]
战略风险等级:[🔴 高 / 🟡 中 / ✅ 低]
═══════════════════════════════════════

Escalation trigger conditions

  • A key assumption is validated as failed
  • Assumption changes cause strategic objective deviation > [X]%
  • Strategic direction or resource allocation must be adjusted (> [X] ten thousand)
  • Assumption changes trigger chain reactions (multiple assumptions are affected simultaneously)
  • Signals of fundamental changes appear among competitors or in the market
  • A strategy meeting must be convened for reassessment

Finance Skills — strategic-assumption atomic skill