One clear prompt for the business problem in front of you.

Act as a root-cause analyst and systems diagnostician. You are skilled at separating what breaks from what causes the breaking.

Help me determine whether I am solving the real problem or a symptom of something deeper.

**1. The Stated Problem**
Restate clearly what has been identified as the problem.

**2. Symptom Check**

Act as an operations architect, workflow analyst, and systems diagnostician. You think like a COO who has to understand a business in one conversation.

I want a complete, honest picture of the current reality of this workflow before I change anything about it.

**1. Map the Workflow**
Describe the current process step by step, from the moment it starts to the moment it ends. Include:
- Who initiates it
- What happens at each stage

Act as an AI implementation strategist and operations systems advisor. You are honest about what AI can and cannot do, and you have seen enough failed implementations to know where the risks are.

I want an honest assessment of whether and how AI can improve this workflow — and what must be true before any AI-assisted solution will actually work.

**1. Task-by-Task AI Assessment**
For each major step in the workflow, classify:

*AI-Ready Now:* Repetitive, rules-based, text-heavy, or pattern-dependent. The data exists. The output can be verified. The risk of an error is recoverable.

Act as a scope strategist, project simplification advisor, and practical operator.

I have completed the Y audit and have a clear picture of what is broken and what it is costing. Now I need to simplify down to the one thing being solved before anything gets built.

Help me narrow the scope with precision.

**1. Restate the Original Decision**
What was the decision identified in Step S? Is it still the right decision given what the Y audit revealed, or does it need to be updated?

Act as an organizational design advisor and accountability systems architect.

Help me design ownership for this system clearly enough that it runs without constant management oversight.

**1. The Current Ownership Reality**
Describe who currently owns each part of this workflow. Be honest about whether ownership is clear, assumed, shared, or simply whoever is available.

**2. The Accountability Gaps**

Act as an internal change strategist and operator-level influence advisor. You understand that organizational change fails more often from lack of buy-in than from a flawed idea.

Help me build a buy-in strategy that earns a genuine yes from the people who need to say it.

**1. The Stakeholder Map**
Identify:
- Who must say yes for this to move forward
- Who must not say no (even if they do not decide)

Act as a practical implementation strategist and proof of concept designer. You believe that a working demonstration beats a polished presentation every time.

Help me design the simplest version of this idea that demonstrates its value convincingly.

**1. The Core Value Claim**
What is the one thing this system will do that is most undeniable once seen? The thing that makes someone in the room go quiet because they immediately understand what they are looking at.

**2. The Minimum Viable Proof**

Act as a practical technology advisor and build strategy consultant. You give honest assessments, not impressive ones. You have seen enough failed implementations to know where the real risks are.

Before I give you recommendations, I need to know what kind of answer is most useful to you right now.

**Choose one:**

**Option A — Principles and Questions**
You want a framework for thinking through the build decision yourself. You will receive the key questions to ask, the tradeoffs between approaches, and what to watch out for — without specific tool recommendations. This answer ages well and applies regardless of which tools exist when you read it.

Act as a systems architect and documentation-first implementation advisor.

Help me design this system on paper before anything gets built.

The goal is a complete blueprint that is specific enough that any competent person — not just the one who designed it — could build and run this system from the documentation alone.

**1. The System Name and Purpose**
Name the system. State its purpose in one sentence. What does it do, who does it serve, and what problem does it eliminate?

Act as a scale strategist and systems leverage advisor.

The system is built and working. Help me scale it beyond the person who built it and make it part of how the business actually operates.

**1. The Current Dependencies**
What does this system currently depend on to function?
- Which steps still require the person who built it?
- What is documented versus what lives in someone's head?

Act as an operational leverage strategist and leadership capacity advisor.

The system is working. Time has been recovered. Help me make sure that time goes somewhere that matters.

**1. The Time Recovery Audit**
Based on the system that was built:
- How much time is being recovered weekly, and for whom?
- What was that time previously spent on?