Digital Strategy

Strategic planning for enterprise digital transformation. Produces structured strategic content covering vision, maturity assessment, gap analysis, target blueprint, implementation roadmap, and governance framework.

Workflow

Use the relevant steps for the user's actual request, not a mandatory interview or report template. A short question deserves a direct answer; a revision changes only the requested part and preserves agreed scope, constraints, and decisions. Explicit format, length, and time horizon take precedence over every default below.

Context and evidence contract

• Read available authorized project memory, selected documents, prior decisions, and the current conversation before asking for information already supplied. Do not broaden to unrelated projects when evidence is missing.
• Start with the decision the user needs. If a missing fact materially changes that decision, ask at most 1–3 focused questions; otherwise answer the supported portion and list the specific remaining gap. Do not require revenue, headcount, or IT spend for a quick qualitative question.
• Distinguish confirmed facts, proposed assumptions, and unknowns. Cite the document, date, or source behind client facts. If sources conflict, show the conflict and ask which governs; do not silently overwrite a prior decision.
• Missing evidence is not a license to invent maturity scores, budget, ROI, KPI baselines, owners, deadlines, or competitor results. Use “待评估 / 待确认” and name the input needed. A hypothetical scenario must be explicitly requested or grounded in stated inputs, with its calculation visible.
• Deliver the useful answer first, then a concrete next action. Do not claim a file exists until an available generation tool returns an artifact.

1. Diagnosis        → Understand context, select framework, define scope
2. Current State    → Assess digital maturity, identify pain points
3. Target State     → Design digital vision, capability blueprint
4. Gap & Roadmap    → Analyze gaps, define phases, set milestones
5. Governance       → Design organization, investment, risk control

Step 1: Diagnosis

Determine the engagement context and select the appropriate strategic framework.

Framework Selection Guide

Scenario	Primary Framework	Secondary Reference
Large enterprise, business-led transformation	Huawei 5-See 3-Define (五看三定)	TOGAF
Mid-size, rapid digital build-out	McKinsey Digital Quotient + 3 Horizon	Lean Digital
Platform/ecosystem strategy	KPMG-Alibaba CPG Framework	EBC Model
Public sector/SOE	Government Digital Maturity + Policy Alignment	ISO 22301
Industry 4.0 / Manufacturing	Smart Manufacturing Reference Architecture	Industry 4.0 Maturity

Decision rule: Choose the smallest framework that fits the business question and available evidence. Revenue alone does not select a methodology. These references are Aria working adaptations, not certified assessments or access to proprietary benchmark databases; verify named external methods before attributing specific rules to them.

Scope Definition Checklist

Use this as an internal checklist for a full engagement, not a questionnaire to repeat to every user. Mark unavailable facts unknown; confirm only missing items that affect the requested decision:

• Industry and sub-sector
• Revenue scale and employee count
• Current IT spend as % of revenue
• Scope: Enterprise-wide or division/business-unit level
• Time horizon: 3-year / 5-year / 10-year
• Priority domains (select from: customer experience, operations, products, organization, data, technology)
• Known constraints (budget, timeline, regulatory, legacy systems)

Step 2: Current State Assessment

Evaluate the client's digital maturity across 6 dimensions.

Assessment Dimensions

Dimension	Key Questions	Data Sources
Strategy	Is there a published digital strategy? Is it linked to business strategy?	Strategy docs, board minutes
Customer	Digital touchpoint coverage? Customer data platform maturity?	CRM audit, journey maps
Operations	Process automation rate? IoT/shop floor digitization?	Process mining, site visits
Organization	Digital talent ratio? Agile adoption? CDO role?	Org chart, HR data
Data	Data governance maturity? Analytics adoption? Data quality score?	Data audit, system logs
Technology	Cloud adoption? Legacy system age? API maturity?	Architecture review

Rating scale: L1-AdHoc → L2-Opportunistic → L3-Repeatable → L4-Managed → L5-Optimized

Output of This Step

• Evidence-backed maturity findings; radar scores only when the assessment rubric and supporting observations are available. Unassessed dimensions stay unknown, not zero.
• Top 5 pain points ranked by business impact
• Key findings summary (3-5 bullet points)

Step 3: Target State Design

Define the digital vision and capability blueprint.

Vision Statement Template

By [year], [company name] will be a [data-driven / digitally-native / intelligent] enterprise
where [key capability 1], [key capability 2], and [key capability 3] enable
[sustainable growth / operational excellence / customer intimacy / ecosystem leadership].

Capability Blueprint Structure

Design 4-6 core digital capabilities. For each capability, define:

Element	Description
Capability Name	E.g., "Intelligent Customer Operations"
Definition	1-2 sentence description
Business Scenarios	3-5 specific use cases
Enabling Technologies	Key tech stack components
Data Requirements	Critical data assets and flows
Success Metrics	2-3 KPIs with target values
Investment Estimate	T-shirt sizing: S/M/L/XL

Common Capability Patterns by Industry

Industry	Typical Capability Set
Manufacturing	Smart Factory, Digital Supply Chain, Connected Products, Digital R&D
Retail/CPG	Omnichannel Commerce, Precision Marketing, Smart Supply Chain, Consumer Data Platform
Financial Services	Digital Banking, Intelligent Risk, Open Finance, Embedded Finance
Energy/Utilities	Smart Grid, Digital Asset Management, Customer Energy Platform, Carbon Intelligence
Pharma/Healthcare	Digital R&D, Smart Manufacturing, Patient Engagement, Real-World Evidence

Step 4: Gap Analysis & Roadmap

Gap Analysis Matrix

For each capability, compare current (L?) vs target (L?) maturity:

Capability	Current	Target	Gap	Priority
Example: Smart Factory	L2	L4	2 levels	P1

Priority rules:

• P1 (Quick Wins): High impact, low effort, can start in Year 1
• P2 (Foundation): High impact, high effort, required before P3
• P3 (Differentiators): Strategic differentiation, start Year 2-3
• P4 (Future-Proof): Emerging tech, monitor and pilot

Roadmap Structure

Divide into 3 phases (adjust based on time horizon):

Phase 1: Foundation (Year 1)
  → Digital infrastructure, data governance, pilot use cases
  → Quick wins to build momentum

Phase 2: Scale (Year 2-3)
  → Enterprise rollout of validated capabilities
  → Cross-domain integration

Phase 3: Lead (Year 4-5)
  → Ecosystem expansion, AI-native operations
  → Continuous innovation

For each phase, specify:

• Key initiatives (5-8 per phase)
• Deliverables/milestones
• Investment allocation (%)
• Expected business outcomes

Step 5: Governance & Investment

Governance Framework

Element	Design Points
Steering Committee	C-level sponsors, meeting cadence
Program Management Office	Central vs federated model
Budget Model	Central funding vs charge-back, innovation fund
Talent Strategy	Build/buy/partner mix, academy plan
Risk Management	Top 10 risks with mitigation strategies
Success Metrics	KPI dashboard, quarterly review cadence

Investment Estimation Guidelines

• Estimate bottom-up by initiative: scope and quantities × supported unit costs; separate one-off implementation, recurring operations, data work, talent/change, and explicit contingency.
• State currency, period, tax treatment if known, source/date, inclusions and exclusions. Reconcile phase totals and avoid counting shared platforms or benefits twice.
• Do not default investment to a percentage of revenue or invent an industry allocation. Without cost inputs, provide a cost structure and targeted data request, not a numeric budget.
• Quantify benefits and payback only with a baseline, attribution, adoption/ramp assumptions, and a time horizon. Where inputs permit, show sensitivity to the key assumption; distinguish a scenario from an approved target.

Output Structure

For a full strategy report, use the following structure as a menu. For a quick answer, focused roadmap, or revision, include only the sections needed and respect the requested length. Unknown metrics remain explicitly unknown.

1. Executive Summary (1 page)
   - Transformation thesis in 3 sentences
   - Key metrics: investment, timeline, expected ROI
   - Critical success factors

2. Strategic Context (2-3 pages)
   - Industry digital trends and benchmarks
   - Competitive landscape analysis
   - Internal capability assessment summary

3. Digital Vision & Target State (3-5 pages)
   - Vision statement
   - Capability blueprint (4-6 capabilities)
   - Target operating model

4. Gap Analysis (2-3 pages)
   - Maturity assessment results
   - Priority capability gaps
   - Root cause analysis

5. Transformation Roadmap (3-5 pages)
   - 3-phase implementation plan
   - Initiative backlog per phase
   - Milestone timeline

6. Governance & Investment (2-3 pages)
   - Organization design
   - Investment plan and business case
   - Risk mitigation
   - KPI framework

7. Appendices
   - Detailed maturity assessment
   - Benchmark data sources
   - Initiative charters (template)

Quality Checklist

Before delivering, verify:

• Vision statement is specific, measurable, and time-bound
• Each capability has clear business scenarios (not just tech features)
• Roadmap phases have realistic sequencing (no foundational gaps)
• Investment estimate includes change management, not just technology
• KPIs link to business outcomes, not just IT delivery metrics
• Governance design addresses who decides, who delivers, who measures
• Risk section includes legacy system migration and talent retention
• All external data/references have source citations

Deliverable Format

This skill produces structured strategic content and can hand it to AriaAI generation tools for downloadable deliverables.

• For PPT delivery: call generate_ppt_from_skill with skill_name: "digital-strategy" after the strategic content is complete
• For documents, spreadsheets, or diagrams: Use only the tools actually available in the current Aria run. If the requested exporter is unavailable, provide editable text or a table and state the limitation; do not invent docx, xlsx, or image tool calls.

PPT Tool Call

When the user explicitly asks for a PPT or slide deck, create a slide-by-slide outline and call generate_ppt_from_skill if available. “汇报建议”, “材料”, or “可下载” alone does not force PPT output. A text-only request must not invoke a generator.

PPT depth standard:

• Build a consulting-grade deck of 25+ slides by default, unless the user explicitly asks for fewer pages.
• Every business slide needs an action-oriented title, a clear recommendation, supporting evidence or assumptions, and implications for management.
• Use at least 4-6 substantive bullets per content slide. Avoid placeholder bullets such as "validate with interviews" unless they are attached to a specific question, data source, or decision.
• Strengthen every page with four layers of substance: (1) the conclusion or management answer, (2) the evidence or quantified assumption, (3) the concrete management action, and (4) the risk, trade-off, or decision required.
• For diagnosis pages, include symptoms, structural root causes, evidence sources, and the management action implied by the diagnosis.
• For blueprint pages, include capability definitions, business scenarios, enabling data/technology, operating responsibilities, and success metrics.
• For roadmap and investment pages, include phase gates, owners, dependencies, investment envelope, benefit assumptions, and KPI tracking rhythm.
• Quantify only evidence-backed inputs or clearly requested hypothetical calculations. Missing revenue impact, investment, baseline, or target stays “待确认”; explain the data needed rather than filling a slide with unsupported numbers.
• Include the full storyline: executive answer, context, maturity diagnosis, heatmap, pain-point root causes, target ambition, operating model blueprint, capability blueprint, use-case portfolio, prioritization logic, roadmap, investment case, KPI dashboard, risk controls, governance, 90-day action plan, and appendices.
• Make the deck useful for a consulting partner reviewing client-ready material: each slide should be able to stand alone with enough detail for discussion.
• Add chapter divider slides every 4-6 business pages. Recommended dividers: Executive Alignment, Target Blueprint, Roadmap and Investment, Governance and Mobilization.
• Use two_column whenever the page compares current vs target, strengths vs constraints, value vs feasibility, investment vs benefits, or risks vs mitigations.
• Ensure roadmap, capability blueprint, maturity, target operating model, and investment pages contain enough visual keywords and structured bullets for the PPT generator to render richer visual pages.
• Keep the deck language consistent with the user's language. For Chinese requests, write slide titles, bullets, labels, notes, and section names in Chinese; do not mix English labels such as Executive Summary, Current/Target, Foundation/Scale/Lead unless the user explicitly asks for bilingual output.
• Do not pass raw Markdown into the PPT tool. Convert headings, bold text, tables, and long paragraphs into clean slide titles, bullets, two-column text, or structured visual pages.
• Use varied layouts across the deck: title for chapter dividers, content for argument pages, two_column for contrast, roadmap for phases, matrix for prioritization, kpi for scorecards, risk for risk registers, and next_steps for action plans.

PPT design specification:

• Visual tone: consulting partner review deck, white background, restrained blue/teal accents, clear hierarchy, high whitespace, no decorative gradients or random illustration.
• Canvas: 16:9 executive presentation; each business page must have one main argument, one primary visual structure, and no more than 6 dense bullets.
• Page rhythm:
  • breathing: cover, chapter divider, single-message page.
  • anchor: executive answer, blueprint, operating model, capability map.
  • dense: diagnosis, matrix, roadmap, KPI, risk, appendix.
• Every slide object must include layout_key, page_rhythm, visualization_type, insight, and either content or left_content/right_content.
• insight is the page's one-sentence takeaway. It should be written like a slide headline claim, not a topic label.
• data_points contains sourced values or explicitly grounded scenario inputs. If unavailable, use an empty list or a clear “待确认” label; never create benchmark ranges or chart values merely to fill a layout.
• management_implications should state the decision, trade-off, owner, or governance action required from management.

Digital Strategy PPT Standard Storyline

Use this richer second-level storyline for a full digital-strategy PPT. For a shorter deck, merge or omit sections to meet the requested page count; keep useful section ordering without adding mandatory divider pages.

1. 高层共识

   • 执行摘要：把数字化作为业务价值组合来管理
   • 战略背景：数字化窗口期已经从试点转向规模化
   • 战略目标拆解：把业务战略翻译为数字化议题
   • 战略设计原则：哪些事情必须统一，哪些事情允许业务创新

2. 现状诊断

   • 现状诊断：从六个维度识别成熟度短板
   • 成熟度热力图：优势基础与制约因素
   • 痛点根因：区分症状、结构性原因和管理动作
   • 客户与一线声音：把体验问题转化为可改造的流程断点
   • 系统与数据底座诊断：找出规模化复制前必须补齐的短板

3. 目标蓝图

   • 客户与增长体验缺口：优先找到价值泄漏点
   • 数字化愿景与目标状态：形成数据驱动的运营体系
   • 能力蓝图：围绕客户、运营、数据、AI 和平台建设
   • 数据与 AI 架构蓝图：从报表数据走向可运营的数据产品
   • 目标运营模式：把价值、数据、技术和变革责任拆清

4. 场景组合与能力落地

   • 场景组合：平衡快赢、基础能力和战略差异化
   • 场景优先级逻辑：按价值、可行性、依赖和变革准备度排序
   • 首批试点设计：用 3-5 个场景验证价值、数据和组织机制
   • 能力建设包：把单点场景沉淀为可复制的企业能力

5. 路线图与投资

   • 现状与目标状态对比
   • 差距优先级矩阵：先做高价值、低复杂度和可见成果
   • 三阶段路线图：夯实基础、规模复制、领先优化
   • 举措组合与里程碑：每个项目都要有价值、负责人和闸口
   • 收益实现路径：把业务价值拆成可跟踪的领先指标和滞后指标
   • 投资测算与资金机制：用阶段门把投入和价值绑定
   • 投资、KPI 与风险控制：建立可追踪的价值闭环

6. 治理与动员

   • 治理与运营模式：用节奏、责任和指标保证落地
   • 组织与人才机制：把数字化能力嵌入业务岗位和管理节奏
   • 风险登记与缓释计划：提前管理遗留、数据、采用和伙伴风险
   • 90 天行动计划：把共识转成可执行启动方案
   • 立即下一步：确认决策、验证基线并启动首批试点

Each chapter divider should include a short one-sentence lead in white text. Each business slide should include a one-sentence lead below the title, followed by enough structured content for the page to stand alone.

Allowed layout_key values:

layout_key	Use for	Visual discipline
executive_summary	executive answer, high-level thesis	4 executive cards: thesis, value, priorities, decisions
maturity_heatmap	maturity diagnosis	6-dimension maturity grid / heatmap
root_cause	pain-point analysis	symptom -> structural cause -> management action
target_blueprint	target-state ambition	target capability map
capability_blueprint	digital capability blueprint	hub-and-spoke capability system
operating_model	governance and TOM	role / decision-rights map
portfolio_matrix	use-case portfolio	2x2 quick-win / foundation / differentiator / defer matrix
prioritization_matrix	initiative priority	value vs feasibility matrix
roadmap	implementation roadmap	3-phase timeline
investment_kpi	investment, funding, KPI	4-card scorecard
risk_register	risk and mitigation	risk-mitigation paired rows
action_plan	90-day plan	week-by-week action timeline

• 逐页版式意图：
  • 执行摘要 / 战略答案：价值论点卡片 + 管理层决策焦点。
  • 成熟度诊断 / 热力图：六维成熟度网格。
  • 痛点根因：业务症状 -> 结构性原因 -> 管理动作漏斗。
  • 能力蓝图：中心辐射式数字能力地图。
  • 目标运营模式：治理与角色责任图。
  • 场景组合 / 优先级：2x2 组合矩阵。
  • 路线图 / 举措里程碑：三阶段时间线。
  • 投资 / KPI：价值、采用、交付、风险四卡片计分板。
  • 风险登记：风险与缓释动作成对展示。
  • 90 天计划 / 下一步：按周推进的行动时间线。

数字化战略 PPT 标准目录：

默认使用以下 25 页核心结构，除非用户明确要求更短、更长或行业定制版本。请保持章节顺序稳定，便于 PPT 生成器按页面类型应用专属版式和图形。

页码	章节	页面类型	标准页标题	页面目的
1	封面	title	数字化转型战略方案	明确客户、范围、规划周期和高层汇报语境
2	高层共识	title	高层共识	作为管理层答案章节的分隔页
3	高层共识	content	执行摘要：把数字化作为业务价值组合来管理	说明转型论点、价值目标、所需决策和立即请示事项
4	高层共识	content	战略背景：数字化窗口期已经从试点转向规模化	解释市场、客户、竞争和内部压力点
5	现状诊断	content	现状诊断：从六个维度识别成熟度短板	评估战略、客户、运营、组织、数据和技术成熟度
6	现状诊断	matrix	成熟度热力图：优势基础与制约因素	可视化优势、短板和需要高层介入的领域
7	现状诊断	content	痛点根因：区分症状、结构性原因和管理动作	将观察到的痛点转化为根因和管理动作
8	现状诊断	content	行业标杆与差距启示：用外部参照校准转型目标	用外部参照判断目标强度、投资节奏和能力缺口
9	目标蓝图	title	目标蓝图	作为目标状态设计章节的分隔页
10	目标蓝图	content	客户与增长体验缺口：优先找到价值泄漏点	识别客户旅程断点和增长场景
11	目标蓝图	content	数字化愿景与目标状态：形成数据驱动的运营体系	定义北极星目标、运营原则和目标状态
12	目标蓝图	content	能力蓝图：围绕客户、运营、数据、AI 和平台建设	展示数字能力地图和关键使能条件
13	目标蓝图	two_column	目标运营模式：把价值、数据、技术和变革责任拆清	明确角色、决策权、治理节奏和责任边界
14	场景组合	content	场景组合：平衡快赢、基础能力和战略差异化	构建增长、效率、风险和员工场景组合
15	场景组合	matrix	场景优先级逻辑：按价值、可行性、依赖和变革准备度排序	用组合矩阵排序举措优先级
16	路线图与投资	title	路线图与投资	作为实施顺序和资金机制章节的分隔页
17	路线图与投资	two_column	现状与目标状态对比	展示数据、流程、治理和能力的前后变化
18	路线图与投资	roadmap	三阶段路线图：夯实基础、规模复制、领先优化	定义三阶段实施路径和管理闸口
19	路线图与投资	content	举措组合与里程碑：每个项目都要有价值、负责人和闸口	将战略转化为举措组合、负责人和里程碑
20	路线图与投资	kpi	收益实现路径：把业务价值拆成可跟踪的领先指标和滞后指标	将收益假设拆成基线、领先指标、滞后指标和归因机制
21	路线图与投资	kpi	投资测算与资金机制：用阶段门把投入和价值绑定	说明投资边界、资金模型、收益假设和阶段门
22	路线图与投资	content	数据治理优先级：先解决会阻断多个场景复制的共性问题	明确首批数据域、治理责任和质量闭环
23	治理与动员	title	治理与动员	作为执行控制章节的分隔页
24	治理与动员	risk	风险登记与缓释计划：提前管理遗留、数据、采用和伙伴风险	将关键风险与缓释责任人、监控节奏配对
25	治理与动员	next_steps	90 天行动计划：把共识转成可执行启动方案	定义分周行动、负责人、所需输入和指导委员会决策

可选附录页，仅在用户要求更长版本时添加：评估问卷、访谈提纲、基准假设、系统清单、详细举措章程、商业测算模型、KPI 字典和治理 RACI。

{
  "skill_name": "digital-strategy",
  "title": "[公司名称] 数字化转型战略方案",
  "subtitle": "数字化战略、能力蓝图、路线图与治理机制",
  "slides": [
    {
      "type": "content",
      "layout_key": "executive_summary",
      "page_rhythm": "anchor",
      "visualization_type": "executive_summary",
      "title": "执行摘要：把数字化作为业务价值组合来管理",
      "insight": "数字化转型应从零散项目升级为由业务价值、数据能力和治理节奏共同驱动的组合管理机制。",
      "content": "- 战略判断：数字化窗口期已从试点验证转向规模复制\n- 价值目标：用增长、效率、风险和决策速度四类 KPI 衡量转型\n- 优先动作：先补数据基础，再推进高价值场景和流程重构\n- 高层决策：确认范围、资金、负责人和第一批试点",
      "data_points": ["待确认：各举措范围、数量、单价及运营成本", "待确认：试点价值基线与验收指标"],
      "management_implications": ["需要指导委员会确认投资边界和跨部门决策权"]
    },
    {
      "type": "two_column",
      "layout_key": "operating_model",
      "page_rhythm": "anchor",
      "visualization_type": "operating_model",
      "title": "目标运营模式：把价值、数据、技术和变革责任拆清",
      "insight": "目标运营模式的关键不是新增组织层级，而是把业务价值、数据责任、平台能力和采用率责任绑定到同一套节奏。",
      "left_content": "当前状态\n- 价值目标与项目交付脱节\n- 数据口径和质量责任不清\n- 技术平台重复建设\n- 一线采用率缺少责任人",
      "right_content": "目标状态\n- 业务负责人拥有价值和采用率 KPI\n- 数据负责人管理口径、质量和权限\n- 技术团队提供平台与安全护栏\n- PMO 跟踪组合价值和依赖风险",
      "management_implications": ["需要明确转型 PMO、业务 Owner、数据 Owner 和技术平台团队的 RACI"]
    }
  ]
}

推荐 PPT 结构：默认使用上方 25 页核心目录。如果用户要求更长版本，保持同一顺序，只在治理与动员章节后追加可选附录页。

Dependencies

Aria Runtime Delivery Contract

• 按用户当前问题选择 digital-strategy 工作流中的必要步骤；简短问答直接回答，局部修改保留已有目标、约束和决策，不强制重跑完整诊断。
• 优先使用已授权的项目上下文和本轮选中文档；不要重复询问已有信息，也不要扩展到无关项目。只有缺失信息会改变当前决策时，才询问 1–3 个关键问题。
• 明确区分已确认事实、待验证假设和未知项；事实注明来源。缺少依据时不得编造成熟度分数、预算、ROI、KPI 基线或行业标杆数字。
• 框架服务于业务问题，不以营收阈值机械选择。完整方案可覆盖诊断、目标蓝图、路线图及治理；短问答只覆盖必要内容。
• 投资按举措范围、数量和有依据的单价自下而上估算，区分一次性和持续运营成本，包含数据、人才和变革管理；没有输入则列成本结构和待补数据，不套营收百分比。
• 只有明确要求 PPT 或幻灯片时才调用 generate_ppt_from_skill，skill_name 固定为 digital-strategy；遵循包内 slide schema、layout_key 和模板约定，用户指定的页数优先，不额外输出 JSON 文件。
• 未要求文件时直接交付文字；只使用当前运行实际可用的工具，工具未返回成功文件前不声称已生成。结论先行，给出证据、必要的不确定性和具体下一步。

Available integration

• generate_ppt_from_skill - creates .pptx files through AriaAI's python-pptx backend tool
• Optional template: place KPMG-Template.pptx or template.pptx under assets/ or references/; without a template, AriaAI falls back to the default PPT layout

References

• Framework details: See references/frameworks.md for expanded methodology descriptions, assessment questionnaires, and benchmark data
• Industry notes: See references/industry-notes.md for industry-specific digital transformation patterns, KPI benchmarks, and common pitfalls

Capability Upgrade

Mode Selection

• Quick: 输出数字化现状判断、核心机会和三阶段路线图。
• Standard: 输出战略诊断、目标蓝图、能力体系、路线图、治理和投资。
• Deep: 结合客户历史项目、知识库案例、系统现状、组织能力、财务目标和行业标杆，形成高层汇报级数字化战略。

Aria Context Enrichment

优先读取项目记忆中的客户目标、当前阶段、已有文档、会议纪要、待办和历史交付物。若存在客户偏好或行业案例，应反映到战略重点、表达风格和落地节奏中。

Quality Gates

• 战略目标能连接业务增长、效率、风险或体验。
• 能力蓝图不是技术清单，而包含场景、数据、流程和组织。
• 路线图有依赖、阶段门、资源和 KPI。
• 投资估算包含技术、数据、组织和变革管理。
• 输出能转为 PPT、路线图表或项目执行 backlog。

Consulting Excellence Layer

Transformation Thesis

Every digital strategy must start with a transformation thesis:

Because [market/customer/operation pressure] is changing,
[client] must shift from [current operating logic] to [future operating logic],
by building [3-5 capabilities],
so that [business outcome] improves within [time horizon].

This thesis guides the whole deck. If a capability, initiative, or system does not support the thesis, remove it or mark it as non-core.

Business Capability First

Do not start with systems. Translate technology into business capabilities: