Strategic Diagnosis - Comparateurs logicies ia

Strategic diagnosis is where the consultant adds the most value: posing the right problem, structuring reflection, surfacing real issues. AI can drastically accelerate the "production" phase of diagnosis (applied frameworks, benchmarks, syntheses) but doesn't replace strategic thinking. Well used, it allows going faster and deeper, multiplying analysis angles — what the client perceives as a superior quality mission. This guide presents workflows that multiply expertise without short-circuiting judgment.

Step-by-step Workflow

Frame the strategic question

Good diagnosis starts with the right question. Have AI produce 5 possible reformulations of the client question, identify the one addressing the real issue (often different from the initial ask).

Choose relevant frameworks

Depending on context: Porter 5 forces, BCG matrix, Ansoff, McKinsey 7S, SWOT, PESTEL, Business Model Canvas. AI can suggest the right combination. Consultant validates based on context knowledge.

Apply each framework

For each retained framework, have AI produce analysis from client data + sector benchmarks. AI is fast and stays structured. Human validation on judgments (competitive intensity, segment attractiveness, etc.).

Identify key insights

Beyond frameworks: what does the diagnosis really reveal? AI can help cross-check analyses between frameworks and spot patterns. The 'so what' remains human — consultant's unique value.

Formulate strategic axes

From diagnosis, surface 3-5 strategic options, each with: issues, success conditions, risks, indicators. This is what the client pays for: move from diagnosis to decision.

Copyable Prompts

Multi-framework strategic diagnosis

You are a senior strategy consultant. For this mission:nn**Client** : sector [SECTOR], size [SIZE], competitive position [DESCRIPTION]n**Strategic question** : [QUESTION]n**Available data** : [LIST — financial, market, competition, internal]n**Business context** : [3-5 LINES]nnApply the following frameworks to produce a comprehensive diagnosis:nn1. **Porter 5 forces**: competitive intensity, suppliers, customers, new entrants, substitutes. Score each force /5 with justification.nn2. **SWOT**: strengths, weaknesses, opportunities, threats (5 per category max, prioritized)nn3. **PESTEL**: political, economic, social, technological, environmental, legal factors relevant to sectornn4. **Value chain (Porter)**: analysis of primary and support activities, identification of competitive advantage sourcesnn5. **Strategic synthesis**: what emerges from everything? What are the 3-5 structural issues?nn6. **3 plausible strategic options**, each with: description, success conditions, risks, follow-up KPIs.nnMark [TO VALIDATE WITH CLIENT] any assumption requiring local input.

Competitive benchmark

For this analysis:nn**Client** : [DESCRIPTION]n**Identified competitors** : [LIST 5-10]n**Dimensions to compare** : [LIST — product, price, positioning, GTM, technology, etc.]nnProduce a structured competitive benchmark:nn1. **Comparison table**: all players on all dimensions, with note or statusnn2. **For each competitor**:n   - Main strengthsn   - Identified weaknessesn   - Apparent strategy (2-3 lines)n   - Recent trajectory (growth, pivots, M&A)nn3. **Positioning map**: 2 relevant axes for sector, place each playernn4. **White spaces**: market areas where no competitor plays or few — opportunitiesnn5. **Competitive threats** for client: who is most dangerous? On which dimension?nn6. **Differentiation recommendations** for clientnnUse verifiable sources (annual reports, trade press, websites). Mark [SOURCE TO VERIFY] any uncertain figure.

Identification of strategic options

From this diagnosis:nn[DIAGNOSIS]nnIdentify 5 distinct strategic options:nn1. **Option A** : [STRATEGY — ex: geographic focus]n2. **Option B** : [ex: upmarket move]n3. **Option C** : [ex: vertical integration]n4. **Option D** : [ex: diversification]n5. **Option E** : [ex: maintain and optimize]nnFor each option:n- **Description** in 3 linesn- **Critical hypotheses**: what must be true for this to work?n- **Required investment**: order of magnitude, timeframen- **Expected benefits**: quantified, by horizon (1, 3, 5 years)n- **Major risks**: top 3n- **Success conditions**: capabilities to build, partnerships neededn- **Failure conditions**: signals for pivot or retreatn- **Score**: attractiveness × feasibility (3x3 matrix)nnEnd with a **recommended argument**: which to choose, why, what validation milestones to set.

Audit of existing strategy

Audit this company strategy:nn[EXISTING STRATEGY]nnContext:n[CONTEXT]nnProduce:n1. **Internal consistency**: is the strategy aligned with itself? (resources × ambitions × organization)n2. **External consistency**: adapted to market, customers, competition?n3. **Critical hypotheses**: what is the strategy based on? Are they valid in 2026?n4. **Blind spots**: what isn't addressed (emerging competitors, tech, regulation coming)n5. **Implementation risks**: organization, talent, capabilities, culturen6. **Recommendations**: maintain, adjust, pivot?n7. **Action plan** over 12-24 months if adjustmentnnBe rigorous and constructive, not dogmatic.

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Estimated ROI

Time Saved

70-80% on analytical production (4-6h vs 1-2 weeks)

Quality Gain

Multiple frameworks applied, systematic benchmarks, structured options

Cost

30-50€/month for the stack

Frequently asked questions

Can AI truly produce relevant strategic diagnosis?

For framework structure, framing, methodical application: yes, in hours. For strategic relevance (non-obvious insights, human context reading, sector intuitions): no, consultant's unique value. Winning combo: AI for production rigor, expert for 'so what'.

Which frameworks work best with AI?

Structured frameworks (Porter, SWOT, PESTEL, BCG, Ansoff): very well, AI applies methodically. Fuzzier frameworks (jobs-to-be-done, design thinking, mental models): less well, they demand more judgment. Best practice: AI for structured rigor, human for creativity and depth.

Can AI replace a strategy committee?

No. Strategy committee involves debate, stakeholder dynamics, political arbitrage, collective alignment that engages the organization. AI can prepare (notes, quantified options, objection anticipation), it can't replace collective decision that commits the organization.

What traceability for AI diagnosis?

Keep: prompts used, sources mobilized (with dates), raw AI versions, human modifications made. Allows: (a) defensibility if contested, (b) re-running diagnosis in 12 months to measure progress, (c) continuous prompt improvement.

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