33 条用于在战略、管理、技术和沟通工作中使用 AI 模型的指令。每条都说明目标、所需背景、输出格式以及如何核查结果。（提示词内容目前为英文。）
任何提示词都不保证结果。请勿将个人数据、商业秘密或机密信息输入未经贵组织批准的人工智能工具。
01 · 3 条提示词
Cybersecurity for organisations
Organise an organisation's protection with a defensive focus: what to protect, how to respond and whom to trust with data.
01.1
Asset inventory and protection priorities
目标
Know what the organisation has, what is critical and where to start protecting it.
解决的问题
Security tools are bought without knowing which systems and data really matter.
所需背景
A rough list of systems, cloud services, devices, data types and the teams that use them. Do not include passwords, internal addresses or configurations.
提示词
Act as a defensive cybersecurity consultant for an organisation of [SIZE] in the [SECTOR] sector.
Context:
- Systems and services: [SYSTEM LIST]
- Types of data we handle: [DATA TYPES]
- Known legal or contractual obligations: [OBLIGATIONS]
Instructions:
1. Group the assets into categories (information, applications, infrastructure, people, suppliers).
2. For each asset, rate confidentiality, integrity and availability as high/medium/low and explain why in one line.
3. Identify the five critical assets and the consequence of losing each one.
4. Propose three basic controls for each critical asset, ordered by cost and effort.
5. List the questions I need to answer to complete the inventory.
Constraints:
- Strictly defensive focus; do not describe attack techniques.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Mark as an assumption any rating not supported by what I gave you.
Output format:
- Table: asset | category | C/I/A | suggested owner | criticality.
- List of the five critical assets with controls.
- Open questions at the end.
需替换的变量
[SIZE]
[SECTOR]
[SYSTEM LIST]
[DATA TYPES]
[OBLIGATIONS]
输出格式
A classified inventory, five critical assets with prioritised controls, and open questions.
Quality criteria
Every criticality rating has an explicit reason.
Controls are concrete and can be assigned to a person.
No systems appear that you did not mention.
核查方法
Validate the table with the owner of each system.
Compare the critical list with the processes that cannot stop.
Review the inventory every six months or after a major change.
局限
It does not replace an authorised technical assessment or security testing.
01.2
Incident response plan for a small organisation
目标
Have in writing who does what in the first hours of an incident.
解决的问题
When an incident happens nobody knows whom to call, what to isolate or what to preserve.
所需背景
Team structure, IT providers, main systems and known notification obligations.
提示词
Act as an incident response specialist. Draft a plan for [ORGANISATION], with [NUMBER] people and [INTERNAL/EXTERNAL] IT support.
Context:
- Main systems: [SYSTEMS]
- Key contacts available: [ROLES]
- Obligations to notify customers or authorities: [OBLIGATIONS]
Instructions:
1. Define what counts as an incident and three severity levels with examples.
2. Assign roles: who coordinates, who decides, who communicates and who documents.
3. Describe the phases: detection, containment, evidence preservation, recovery and lessons learned.
4. Include a checklist for the first hour.
5. Draft short templates for internal and customer notices.
Constraints:
- Use plain language for non-technical people.
- Do not include instructions that destroy evidence (formatting, deleting logs).
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Document with headings by phase.
- Roles table with deputies.
- Numbered checklist.
- Two message templates.
需替换的变量
[ORGANISATION]
[NUMBER]
[INTERNAL/EXTERNAL]
[SYSTEMS]
[ROLES]
[OBLIGATIONS]
输出格式
A response plan with roles, phases, a first-hour checklist and communication templates.
Quality criteria
Each phase has an owner and a deputy.
The first-hour checklist fits on one page.
Notification obligations are flagged for legal review.
核查方法
Run a tabletop exercise with a fictitious scenario.
Confirm notification deadlines with your legal adviser.
Check every quarter that the contacts are still current.
局限
Legal notification obligations vary by country and sector; confirm them with a lawyer.
01.3
Assess a supplier's security before contracting
目标
Decide whether a supplier can handle your data at an acceptable level of risk.
解决的问题
Services that process sensitive information are contracted without asking how they protect it.
所需背景
The service to be contracted, the data the supplier will hold and internal requirements.
提示词
Act as a third-party risk analyst. We are going to contract [SERVICE] from [SUPPLIER], which will have access to [DATA].
Instructions:
1. Draft a questionnaire of 15 to 20 questions grouped into: governance, access, encryption, continuity, incidents, subcontracting and compliance.
2. For each question, state what an acceptable answer would be and what would be a red flag.
3. Propose what evidence to request (policies, audit reports, current certifications) and how to verify it.
4. Suggest minimum contractual clauses for this level of risk.
5. Define a decision rule: approve, approve with conditions or reject.
Constraints:
- Do not assume the supplier holds a certification unless it has been verified.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Match the depth to the type of data: more demanding for personal or financial data.
Output format:
- Questionnaire as a table: question | acceptable answer | red flag.
- List of evidence.
- Suggested clauses.
- Decision rule.
需替换的变量
[SERVICE]
[SUPPLIER]
[DATA]
输出格式
An assessment questionnaire with criteria, evidence to request, clauses and a decision rule.
Quality criteria
Questions can be answered yes/no plus evidence.
The level of demand matches the sensitivity of the data.
The decision rule is explicit.
核查方法
Ask for the evidence; do not rely on answers alone.
Check the validity and scope of any stated certification.
Have your legal team review the clauses.
局限
A questionnaire does not prove controls; evidence and the contract do.
See risks with an owner and a treatment, and decide what comes first when resources do not stretch to everything.
02.1
Risk matrix with owners and treatment
目标
Turn a list of concerns into assessed risks, each with an owner and an action.
解决的问题
Risks are mentioned in meetings but nobody owns any of them.
所需背景
The objective of the project or area, known concerns and available resources.
提示词
Act as a risk manager. The objective is [OBJECTIVE] within [TIMEFRAME].
Context:
- Known concerns: [LIST]
- Resources and constraints: [RESOURCES]
Instructions:
1. Rewrite each concern as a risk: cause → event → consequence for the objective.
2. Add relevant missing risks and mark them as suggested.
3. Rate likelihood and impact from 1 to 5 and explain each number in one line.
4. Propose a treatment (avoid, reduce, transfer or accept) with a concrete action.
5. Suggest an owner by role and an early-warning indicator for each risk.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not use percentage probabilities without a basis; use the scale.
- Distinguish risks from problems that have already occurred.
Output format:
- Table: risk | cause | L | I | level | treatment | action | owner | warning sign.
- The five highest-rated risks summarised in one paragraph.
需替换的变量
[OBJECTIVE]
[TIMEFRAME]
[LIST]
[RESOURCES]
输出格式
An assessed risk matrix with treatment, owner and early-warning indicator.
Quality criteria
Every risk explicitly affects the objective.
Risks suggested by the model are marked.
Every action has an owner.
核查方法
Review the ratings with the people who run the process.
Confirm that each owner has accepted their risk.
Schedule a monthly review of the top five.
局限
The ratings are judgements; they help order the discussion, not predict the future.
02.2
Prioritise initiatives with limited resources
目标
Choose what to do first when there are more initiatives than capacity.
解决的问题
Everything is urgent and the team makes little progress on many things at once.
所需背景
List of initiatives, available capacity and the period's objectives.
提示词
Act as a planning adviser. We have these initiatives: [INITIATIVES]. Available capacity: [CAPACITY]. Objectives for the period: [OBJECTIVES].
Instructions:
1. Propose 4 to 5 prioritisation criteria derived from the objectives (value, risk reduced, real urgency, effort, dependency).
2. Score each initiative on each criterion and justify it in one line.
3. Identify dependencies: what cannot start without something else.
4. Propose three groups: do now, do later, not this period.
5. State what is lost with what is left out.
Constraints:
- The total of the "now" group must not exceed the stated capacity.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Separate real urgency (an external date) from perceived urgency.
Output format:
- Scoring table.
- List of dependencies.
- Three groups with justification.
- A paragraph on opportunity costs.
需替换的变量
[INITIATIVES]
[CAPACITY]
[OBJECTIVES]
输出格式
A justified prioritisation in three groups, dependencies and opportunity cost.
Quality criteria
Criteria come from the objectives.
The "now" group fits within capacity.
What is left out is explained, not omitted.
核查方法
Review effort estimates with the people who will do the work.
Confirm the external dates.
Re-prioritise when capacity changes.
局限
The model does not know internal politics or unwritten commitments; add them.
02.3
Project pre-mortem
目标
Find the likely causes of failure before starting, while they can still be avoided.
解决的问题
Optimistic teams discover problems when they are already expensive to fix.
所需背景
Project description, plan, team and main assumptions.
提示词
Act as the facilitator of a pre-mortem. Project: [PROJECT]. Plan summary: [PLAN]. Key assumptions: [ASSUMPTIONS].
Instructions:
1. Imagine it is [FUTURE DATE] and the project has failed. Write the story of the failure in one paragraph.
2. List 10 to 12 possible causes grouped into: people, processes, technology, environment and money.
3. For each cause, give the early sign that would announce it.
4. Pick the five most likely or most serious and propose a preventive action for each.
5. State which assumption, if it proved false, would do the most damage.
Constraints:
- Be specific to the project; avoid generic causes such as "poor communication" without detail.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Narrative paragraph.
- Table: cause | category | early sign.
- Five preventive actions with a suggested owner.
- Most critical assumption.
需替换的变量
[PROJECT]
[PLAN]
[ASSUMPTIONS]
[FUTURE DATE]
输出格式
A failure narrative, causes with early signs and preventive actions.
Quality criteria
Causes are concrete and testable.
Every early sign can be observed.
Preventive actions fit into the plan.
核查方法
Run the exercise with the team as well, without showing them the model's answer first.
Compare both lists.
Add the actions to the plan with dates.
局限
It is an exercise in structured imagination; it does not estimate real probabilities.
Test an idea before investing and turn it into a model and a 12-month plan.
03.1
Validate a business idea before investing
目标
Know what must be tested, and how, before committing money.
解决的问题
Money goes into an idea because it seems good, without proof that anyone will pay for it.
所需背景
The idea, the imagined customer, the problem it solves and the resources available for testing.
提示词
Act as an evidence-driven start-up adviser. Idea: [IDEA]. Target customer: [CUSTOMER]. Problem it solves: [PROBLEM]. Budget and time for validation: [RESOURCES].
Instructions:
1. Break the idea into hypotheses: problem, customer, solution, price and channel.
2. Order them by risk: which one, if false, kills the idea.
3. For the three riskiest, design a cheap test with a success criterion set before running it.
4. Write five interview questions that do not lead the answer.
5. Define which result would make you abandon, adjust or continue.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not estimate market size without sources; explain how to obtain it.
- The tests must fit the stated resources.
Output format:
- Ordered list of hypotheses.
- Table: hypothesis | test | cost | success criterion.
- Interview questions.
- Decision rule.
需替换的变量
[IDEA]
[CUSTOMER]
[PROBLEM]
[RESOURCES]
输出格式
Prioritised hypotheses, tests with success criteria and a rule for continuing or stopping.
Quality criteria
Success criteria are set before testing.
Questions do not suggest the answer.
Tests are cheap and fast.
核查方法
Record the actual results next to what was expected.
Ask a sceptic to review the hypotheses.
Do not change the success criterion after seeing the data.
局限
Validation reduces uncertainty; it does not guarantee commercial success.
03.2
12-month business plan
目标
Turn a strategy into quarterly goals, owners and a budget.
解决的问题
The strategy exists in a slide deck but not in each month's work.
所需背景
Annual objectives, current situation, team, budget and constraints.
提示词
Act as a strategic planning consultant. Organisation: [ORGANISATION]. Objectives for the year: [OBJECTIVES]. Current situation: [SITUATION]. Team: [TEAM]. Budget: [BUDGET].
Instructions:
1. Translate each objective into two or three measurable results with a baseline and a target.
2. Split the year into four quarters with milestones, deliverables and owners.
3. Allocate the budget by quarter and by objective, stating assumptions.
4. Identify the five main risks and a response to each.
5. Propose a follow-up rhythm: monthly meeting, quarterly review and who decides adjustments.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not exceed the budget or the team's capacity; if it does not fit, say so.
- Mark as pending any baseline I have not given.
Output format:
- Table of objectives and results.
- Quarterly calendar.
- Budget by quarter.
- Risks and follow-up rhythm.
需替换的变量
[ORGANISATION]
[OBJECTIVES]
[SITUATION]
[TEAM]
[BUDGET]
输出格式
A 12-month plan with measurable results, quarterly milestones, budget, risks and follow-up.
Quality criteria
Every result has a baseline, target and owner.
The plan fits the budget and capacity.
Missing baselines are marked.
核查方法
Review the targets with each owner.
Reconcile the budget with finance.
Schedule the first quarterly review before starting.
局限
The plan depends on the quality of the input data and must be adjusted every quarter.
03.3
One-page business model
目标
See on a single page how the organisation creates, delivers and captures value.
解决的问题
The business model lives in the partners' heads and each one describes it differently.
所需背景
Offer, customers, channels, known costs and revenues.
提示词
Act as a business strategist. Describe the model of [COMPANY], which offers [OFFER] to [CUSTOMERS].
Context:
- Current channels: [CHANNELS]
- Revenue streams: [REVENUE]
- Main costs: [COSTS]
Instructions:
1. Complete the nine blocks: segments, value proposition, channels, relationships, revenue, key resources, key activities, partners and costs.
2. Mark in each block what is fact and what is assumption.
3. Point out the three most dangerous inconsistencies or dependencies between blocks.
4. Propose two variants of the model and what would change in revenue and costs.
5. List the data missing to validate the model.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Be brief: no more than five points per block.
Output format:
- Nine blocks as bullet points, marking each point as "fact" or "assumption".
- Inconsistencies.
- Two variants.
- Missing data.
需替换的变量
[COMPANY]
[OFFER]
[CUSTOMERS]
[CHANNELS]
[REVENUE]
[COSTS]
输出格式
A nine-block model, inconsistencies, variants and missing data.
Quality criteria
Facts and assumptions are separated.
Inconsistencies point to specific blocks.
It fits on one page.
核查方法
Ask each partner to compare their version with this one.
Validate revenue and costs with real figures.
Update it after every change to the offer.
局限
It is a conversation tool; it does not replace financial analysis.
Measure what matters, prepare the plan for different futures and review it every quarter.
04.1
Indicators that can actually be measured
目标
Define a few useful indicators, each with a source, frequency and owner.
解决的问题
Many things are measured that nobody uses, and what drives decisions is not measured.
所需背景
The area's objectives, available data and decisions taken frequently.
提示词
Act as a performance-management specialist. Area: [AREA]. Objectives: [OBJECTIVES]. Data available today: [DATA]. Frequent decisions: [DECISIONS].
Instructions:
1. Propose no more than eight indicators, mixing outcome and process indicators.
2. For each, write the sheet: definition, formula, source, frequency, owner, baseline, target and which decision it supports.
3. Discard indicators that would not change any decision and explain why.
4. Point out those that cannot be measured today and how to start.
5. Propose how to present them in a single monthly view.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not invent baselines; mark them as pending.
- Avoid indicators that can be improved without improving the objective.
Output format:
- Indicator sheets as a table.
- Discarded indicators with reasons.
- Proposed monthly view.
需替换的变量
[AREA]
[OBJECTIVES]
[DATA]
[DECISIONS]
输出格式
Up to eight complete indicator sheets and a proposed monthly dashboard.
Quality criteria
Each indicator supports a specific decision.
Formulas are reproducible.
Missing baselines are marked.
核查方法
Calculate each indicator once with real data.
Ask the decision-maker whether they would use it.
Check whether any indicator encourages unwanted behaviour.
局限
An indicator measures part of reality; pair it with conversation with the team.
04.2
Three-year scenarios
目标
Prepare the plan for different futures without trying to guess which will happen.
解决的问题
Plans assume a single future and break at the first major change.
所需背景
Sector, horizon, known forces of change and decisions that depend on the future.
提示词
Act as a foresight analyst. Organisation: [ORGANISATION], sector [SECTOR], horizon [YEAR].
Context:
- Forces of change that concern us: [FORCES]
- Decisions that depend on the future: [DECISIONS]
Instructions:
1. Classify the forces by impact and uncertainty.
2. Choose the two critical uncertainties and build four scenarios with a name and a short narrative.
3. For each scenario, describe what it would mean for customers, operations and finances.
4. Identify actions that work in every scenario and actions that only suit some.
5. Define early signs that show which scenario the environment is moving towards.
Constraints:
- Scenarios are plausible, not predictions; do not assign probabilities.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Cite only trends I have given you or that you can attribute to a source I can check.
Output format:
- 2×2 matrix with the four scenarios.
- Implications by scenario.
- Robust actions and contingent actions.
- List of early signs.
需替换的变量
[ORGANISATION]
[SECTOR]
[YEAR]
[FORCES]
[DECISIONS]
输出格式
Four scenarios, implications, robust actions and warning signs.
Quality criteria
The two uncertainties are genuinely independent.
Each scenario is internally consistent.
The signs can be observed.
核查方法
Verify the trends cited in primary sources.
Discuss the scenarios with people outside the leadership team.
Review the signs every six months.
局限
Nobody knows the future; the value lies in preparing responses, not in being right.
04.3
Quarterly plan review
目标
See what moved, what did not and what needs adjusting, based on data.
解决的问题
Reviews turn into progress presentations with no decisions.
所需背景
The current plan, the quarter's results and relevant changes in the environment.
提示词
Act as the facilitator of a strategic review. Plan for the period: [PLAN]. Results for the quarter: [RESULTS]. Changes in the environment: [CHANGES].
Instructions:
1. Compare target and result for each objective and classify it: on track, at risk or off track.
2. For anything at risk or off track, propose three possible causes and what data would confirm each.
3. State which assumptions in the plan no longer hold.
4. Propose adjustments: keep, change target, change approach or cancel, with their impact.
5. Write the list of decisions the meeting must take.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not justify deviations without evidence; frame them as hypotheses.
- Be brief: one line per objective in the summary.
Output format:
- Traffic-light table.
- Possible causes with confirming data.
- Assumptions that no longer hold.
- List of decisions for the meeting.
需替换的变量
[PLAN]
[RESULTS]
[CHANGES]
输出格式
A traffic-light view of the plan, causal hypotheses, revised assumptions and decisions to take.
Quality criteria
Causes are framed as testable hypotheses.
The list of decisions is concrete.
No objective is left without a status.
核查方法
Check the results against the original source.
Assign an owner and date to each decision.
Keep the review to compare with the next one.
局限
The model does not know context that was not written down; add it in the meeting.
Design interventions with a clear logic of change, honest indicators and care for the people served.
05.1
Theory of change and logical framework
目标
Explain clearly how the project's activities lead to the change being sought.
解决的问题
Projects describe activities, but not why they would produce the result.
所需背景
Problem, population, context, planned activities and resources.
提示词
Act as a social project design specialist. Problem: [PROBLEM]. Population: [POPULATION]. Territory and context: [CONTEXT]. Planned activities: [ACTIVITIES]. Resources: [RESOURCES].
Instructions:
1. Build the chain: inputs → activities → outputs → outcomes → impact.
2. Write the assumptions that must hold between each link.
3. Build the logical framework matrix with overall objective, specific objectives, results and activities.
4. For each level, propose an indicator, its means of verification and its assumption.
5. Point out the weakest links and how to strengthen them.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not attribute to the project changes that depend on external factors without saying so.
- Use language that is respectful of the population; avoid stigmatising.
Output format:
- Text diagram of the chain.
- Logical framework matrix as a table.
- List of critical assumptions.
需替换的变量
[PROBLEM]
[POPULATION]
[CONTEXT]
[ACTIVITIES]
[RESOURCES]
输出格式
Theory of change, logical framework matrix and identification of weak links.
Quality criteria
Each link has an explicit assumption.
Indicators can be measured with the project's resources.
Impact is not attributed to the project alone.
核查方法
Validate the chain with members of the community.
Review the assumptions with someone who knows the territory.
Check against the funder's requirements.
局限
It does not replace a participatory diagnosis with the population.
05.2
Monitoring and evaluation plan
目标
Know what to measure, when, how and by whom, from the start of the project.
解决的问题
Measurement is improvised at the end and cannot show whether the project worked.
所需背景
Logical framework or expected results, measurement budget and team capabilities.
提示词
Act as a monitoring and evaluation specialist. Expected results: [RESULTS]. Duration: [DURATION]. Measurement budget: [BUDGET]. Team capacity: [TEAM].
Instructions:
1. Propose output and outcome indicators with baseline, target and frequency.
2. Define collection methods (records, surveys, focus groups) and who applies them.
3. Set the moments: baseline, follow-up and final evaluation.
4. Include how people's data will be protected and how their consent will be obtained.
5. Describe how the results will be used to adjust the project and to report.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Match the ambition to the stated budget and capacity.
- Collect only the personal data that is necessary.
Output format:
- Indicator table.
- Measurement calendar.
- Data and consent protocol.
- Route for using the results.
需替换的变量
[RESULTS]
[DURATION]
[BUDGET]
[TEAM]
输出格式
A monitoring plan with indicators, methods, calendar, data protection and use of results.
Quality criteria
Each indicator has a method and an owner.
The plan fits the budget.
Data protection is explicit.
核查方法
Pilot the instruments with a small group before using them.
Review the data protocol with your legal team or ethics committee.
Check against the funder's requirements.
局限
Measuring results is not the same as proving causality; that requires a specific evaluation design.
05.3
Stakeholder map and safeguards
目标
Identify whom the project affects and how to avoid causing harm.
解决的问题
Well-intentioned projects can create conflicts or risks nobody foresaw.
所需背景
Territory, population, known actors and planned activities.
提示词
Act as an adviser on the do-no-harm approach. Project: [PROJECT]. Territory: [TERRITORY]. Population: [POPULATION]. Known actors: [ACTORS].
Instructions:
1. Classify the actors by interest and influence and describe each one's relationship with the project.
2. Identify dividers and connectors in the community.
3. Analyse how each activity could create tension, dependency or exclusion.
4. Propose safeguards: participation, complaint mechanisms, data protection and transparent selection criteria.
5. Define signs that the project is causing harm and what to do.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not name private individuals; use roles.
- Use respectful, non-stigmatising language.
Output format:
- Actor matrix.
- Dividers and connectors.
- Table: activity | risk | safeguard.
- Warning signs and response.
需替换的变量
[PROJECT]
[TERRITORY]
[POPULATION]
[ACTORS]
输出格式
A stakeholder map, risk analysis by activity and safeguards.
Quality criteria
Roles are used, not names.
Every activity has its risk analysis.
There is an accessible complaint mechanism.
核查方法
Validate the map with people from the territory.
Review the safeguards with the local partner organisation.
Update the analysis if the context changes.
局限
A desk analysis does not replace local knowledge or direct consultation.
Understand competitors, market size and signals from the environment with verifiable sources.
06.1
Competitor analysis from open sources
目标
Compare competitors using verifiable public information.
解决的问题
Commercial decisions rest on impressions about the competition.
所需背景
List of competitors, market, public information gathered and business questions.
提示词
Act as a market intelligence analyst. Market: [MARKET]. Competitors: [COMPETITORS]. Public information gathered: [INFORMATION]. Business questions: [QUESTIONS].
Instructions:
1. Compare the competitors on: offer, public price, channels, visible customers, message and geographic presence.
2. Distinguish what comes from the information provided and what is inference.
3. Identify gaps in the market and relevant recent moves.
4. Answer each business question with the corresponding level of confidence.
5. List what information is missing and where to look for it legally.
Constraints:
- Use only the information I gave you; do not invent data, figures, sources or names; if information is missing, say so and ask.
- Do not suggest obtaining confidential information or deceiving anyone to get it.
- State the level of confidence: high, medium or low.
Output format:
- Comparison table with a source column.
- Gaps and moves.
- Answers with confidence.
- List of missing information.
需替换的变量
[MARKET]
[COMPETITORS]
[INFORMATION]
[QUESTIONS]
输出格式
A sourced comparison, market gaps and answers with a level of confidence.
Quality criteria
Every data point has a source.
Inferences are marked.
Suggested sources are legal and public.
核查方法
Open each source and confirm the data point.
Check the date of each piece of information.
Update the analysis every quarter.
局限
Public information is partial and may be out of date.
06.2
Size a market with explicit assumptions
目标
Estimate the size of a market in a transparent, reviewable way.
解决的问题
Market figures are presented without explaining where they come from.
所需背景
Product, customer, geography, available data and sources.
提示词
Act as a market analyst. Product: [PRODUCT]. Customer: [CUSTOMER]. Geography: [GEOGRAPHY]. Available data and sources: [DATA].
Instructions:
1. Build a bottom-up estimate: number of possible customers × frequency × price.
2. Build a top-down estimate from the aggregate data I gave you.
3. Write each assumption with its source or mark it as an unsourced assumption.
4. Compare both estimates and explain the difference.
5. Calculate a range (low, medium, high) and which assumption moves the result most.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Show every calculation so it can be redone.
- Do not present the range as certainty.
Output format:
- Two step-by-step calculations.
- Table of assumptions with sources.
- Final range and sensitivity analysis.
需替换的变量
[PRODUCT]
[CUSTOMER]
[GEOGRAPHY]
[DATA]
输出格式
Two estimates with explicit assumptions, a range and sensitivity.
Quality criteria
Calculations are reproducible.
Each assumption has a source or is marked.
The range reflects the uncertainty.
核查方法
Recalculate in a spreadsheet.
Verify the official statistical sources.
Compare with actual category sales if they exist.
局限
The result is only as good as its assumptions; treat it as an order of magnitude.
06.3
Monitoring signals from the environment
目标
Detect in time political, economic, social, technological, environmental and legal changes that affect the business.
解决的问题
Changes in the environment are noticed only after they have hit sales or operations.
所需背景
Sector, geography, news or documents gathered and decisions sensitive to the environment.
提示词
Act as a strategic intelligence analyst. Organisation: [ORGANISATION]. Sector and geography: [SECTOR]. Material gathered this period: [MATERIAL].
Instructions:
1. Classify each signal as political, economic, social, technological, environmental or legal.
2. For each one, state: what happened, source, date and possible effect on the organisation.
3. Rate relevance (high, medium, low) and urgency.
4. Group signals that point to the same trend.
5. Propose three questions the leadership should answer this month.
Constraints:
- Work only with the material provided; do not add news you cannot cite.
- Separate fact, interpretation and recommendation.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Table of signals with source and date.
- Grouped trends.
- Three questions for the leadership.
需替换的变量
[ORGANISATION]
[SECTOR]
[MATERIAL]
输出格式
A bulletin of classified signals, trends and questions for the leadership.
Quality criteria
Every signal has a source and date.
Fact and interpretation are separated.
The questions lead to decisions.
核查方法
Open the source of each relevant signal.
Confirm dates and currency.
Keep a log to see month-to-month evolution.
局限
The model does not follow news in real time; it depends on the material you provide.
Decide with explicit criteria, document the decision and test the assumptions before committing.
07.1
Compare decision options
目标
Choose between options with explicit criteria and visible risks.
解决的问题
Decisions are argued by preference, not by criteria.
所需背景
The decision, the options, the objectives and known constraints.
提示词
Act as a strategic adviser. I must decide: [DECISION]. Options: [OPTIONS]. Objectives: [OBJECTIVES]. Constraints: [CONSTRAINTS].
Instructions:
1. Propose 4 to 6 criteria derived from the objectives and explain why each matters.
2. Assign a weight to each criterion and justify it.
3. Assess each option against each criterion, separating facts from assumptions.
4. Point out the main risk of each option and the condition that would make it fail.
5. State what additional information would change the recommendation, and close with a provisional recommendation and your level of confidence.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- The criteria must not be chosen to favour an option.
- Also consider the option of doing nothing.
Output format:
- Weighted table of criteria by option.
- Risks by option.
- Information that would change the decision.
- Recommendation with level of confidence.
需替换的变量
[DECISION]
[OPTIONS]
[OBJECTIVES]
[CONSTRAINTS]
输出格式
A weighted table, risks, critical information and a provisional recommendation.
Quality criteria
Criteria are derived from the objectives.
Facts and assumptions are marked.
The option of not acting was assessed.
核查方法
Check the facts against their sources.
Ask someone outside the decision to review the weights.
Test whether the recommendation changes when a weight moves.
局限
The recommendation is input for discussion, not a decision.
07.2
Decision memo for a board
目标
Present a decision to a governing body in a brief, complete and balanced way.
解决的问题
Boards receive long presentations that do not make clear what they are being asked to decide.
所需背景
Matter, background, options analysed, recommendation and risks.
提示词
Act as a board's technical secretary. Matter: [MATTER]. Background: [BACKGROUND]. Options analysed: [OPTIONS]. Team's recommendation: [RECOMMENDATION].
Instructions:
1. State in the first line what is being asked to be decided and by what date.
2. Summarise the background in no more than five points.
3. Present each option with benefits, costs, risks and effects on third parties.
4. Set out the recommendation and the strongest argument against it.
5. List the commitments that follow if it is approved: owners, budget and dates.
Constraints:
- Two pages maximum.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Present the options at the same level of detail, even if one is recommended.
Output format:
- Memo with sections: decision requested, background, options, recommendation, argument against, commitments.
需替换的变量
[MATTER]
[BACKGROUND]
[OPTIONS]
[RECOMMENDATION]
输出格式
A two-page memo with the decision requested, balanced options and commitments.
Quality criteria
The decision requested is in the first line.
It includes the best argument against.
Commitments have an owner and a date.
核查方法
Ask someone unfamiliar with the matter to say what is being decided after reading it.
Check the figures with finance.
Review the memo with legal if there are obligations.
局限
The memo organises the information; responsibility for deciding lies with the governing body.
07.3
Detect biases and assumptions in an analysis
目标
Review your own or someone else's analysis before basing a decision on it.
解决的问题
Analyses confirm what the author already believed and nobody challenges them.
所需背景
The analysis or document, its purpose and the decision it will support.
提示词
Act as an independent critical reviewer. This is the analysis: [ANALYSIS]. Its purpose is to support the decision to [DECISION].
Instructions:
1. List the explicit and implicit assumptions and rate how well founded each one is.
2. Identify possible biases (confirmation, anchoring, survivorship, overconfidence, availability) with the passage where they appear.
3. Point out missing data or data used out of context.
4. Build the best alternative interpretation of the same evidence.
5. Propose three questions the author should answer before the decision.
Constraints:
- Criticise the reasoning, not the person.
- Quote the specific passage in each observation.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Table of assumptions with ratings.
- List of biases with quotes.
- Alternative interpretation.
- Three questions.
需替换的变量
[ANALYSIS]
[DECISION]
输出格式
A critical review with assumptions, quoted biases, an alternative interpretation and questions.
Quality criteria
Every observation quotes the text.
The alternative interpretation is reasonable, not a caricature.
The tone is constructive.
核查方法
Check that the quotes exist in the document.
Share the review with the author before the decision.
Record what changed after the review.
局限
The model can be biased too; treat the review as one more opinion.
Plan projects, document processes and prepare the organisation to keep operating through a disruption.
08.1
Project plan with milestones and owners
目标
Move from an approved idea to an executable plan with scope, milestones and owners.
解决的问题
Projects start without a clear scope and drag on without anyone noticing in time.
所需背景
Objective, scope, team, deadline, budget and dependencies.
提示词
Act as a project director. Project: [PROJECT]. Objective: [OBJECTIVE]. Deadline: [DATE]. Team: [TEAM]. Budget: [BUDGET].
Instructions:
1. Define the scope: what it includes, what it excludes and acceptance criteria.
2. Break the work into deliverables and tasks of no more than two weeks.
3. Order the tasks with dependencies and propose dated milestones.
4. Assign owners by role and flag overloads.
5. Propose a follow-up rhythm and a rule for handling scope changes.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- If the deadline cannot be met with the team, say so and propose alternatives.
- Leave explicit slack before the deadline.
Output format:
- Scope statement.
- Task table: task | deliverable | owner | duration | depends on.
- List of milestones.
- Change-control rule.
需替换的变量
[PROJECT]
[OBJECTIVE]
[DATE]
[TEAM]
[BUDGET]
输出格式
A plan with scope, tasks, dependencies, milestones, owners and change control.
Quality criteria
What the project excludes is written down.
No task lasts more than two weeks.
There is slack before the deadline.
核查方法
Review durations with whoever will do each task.
Confirm the team's real availability.
Compare progress against plan every week.
局限
Durations are estimates; adjust them with data from previous projects.
08.2
Organise a process nobody documented
目标
Turn the way work is actually done into a clear procedure.
解决的问题
The process depends on one or two people and stops when they are away.
所需背景
A free description of how it is done today, who takes part and what problems arise.
提示词
Act as a process analyst. This is the [NAME] process as told by the people who do it: [DESCRIPTION]. Participants: [ROLES]. Frequent problems: [PROBLEMS].
Instructions:
1. Order the steps with input, activity, output and owner.
2. Mark decision points, waits and rework.
3. Identify which knowledge exists only in someone's head.
4. Propose simple improvements: eliminate, simplify, standardise or automate.
5. Write the final procedure in plain language with its checklist.
Constraints:
- Describe the real process, not the ideal one; improvements go separately.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Use imperative verbs and short sentences.
Output format:
- Text diagram of the steps.
- Table of problems and improvements.
- Procedure with checklist.
需替换的变量
[NAME]
[DESCRIPTION]
[ROLES]
[PROBLEMS]
输出格式
The current process in order, proposed improvements and a procedure ready to use.
Quality criteria
The current process and improvements are separated.
Each step has an owner.
The checklist is usable in daily work.
核查方法
Ask a newcomer to follow the procedure and note questions.
Validate with the people who do the work.
Review the procedure after three months of use.
局限
The result reflects what was described; observe the process in practice before finalising it.
08.3
Business continuity plan
目标
Know which processes to recover first and how to keep operating through a disruption.
解决的问题
A systems outage, a failing supplier or an external event paralyses operations.
所需背景
Main processes, dependencies, tolerance for disruption and alternative resources.
提示词
Act as a business continuity specialist. Organisation: [ORGANISATION]. Main processes: [PROCESSES]. Known dependencies: [DEPENDENCIES].
Instructions:
1. Carry out an impact analysis: for each process, estimate the maximum tolerable downtime and acceptable data loss.
2. Identify critical dependencies: people, systems, suppliers and facilities.
3. Propose continuity strategies for the critical processes.
4. Draft procedures for activation, communication and return to normal.
5. Design an annual test exercise.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Mark as estimates any times I have not confirmed.
- Strategies must be proportionate to the size of the organisation.
Output format:
- Impact table: process | tolerable downtime | acceptable loss | dependencies.
- Strategies by process.
- Activation and return procedures.
- Test exercise script.
需替换的变量
[ORGANISATION]
[PROCESSES]
[DEPENDENCIES]
输出格式
Impact analysis, strategies, procedures and a test script.
Quality criteria
Each critical process has target times.
Dependencies include suppliers.
There is a return procedure, not only an activation one.
核查方法
Confirm tolerable times with each process owner.
Run the test exercise and document failures.
Update the plan after every change of supplier or system.
局限
An untested plan is no guarantee it will work; the exercise is part of the plan.
Use artificial intelligence with clear rules, quality evaluation and risk control.
09.1
AI use policy for a team
目标
Set clear rules on what can and cannot be done with AI tools.
解决的问题
Everyone uses AI tools their own way, even with sensitive data.
所需背景
Tools in use, data types, usual tasks and legal obligations.
提示词
Act as head of AI governance. Organisation: [ORGANISATION]. Tools in use: [TOOLS]. Usual tasks: [TASKS]. Data we handle: [DATA].
Instructions:
1. Classify the data into: can be used, can be used under conditions, never used.
2. Define permitted uses, uses requiring mandatory review and prohibited uses, with examples from real work.
3. Set the human review rule: which outputs require verification and by whom.
4. Define how a new tool is approved.
5. Write the policy on one page plus a quick guide of ten rules.
Constraints:
- Plain language, no unnecessary jargon.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Flag for legal review any reference to regulations or contracts.
Output format:
- Data classification table.
- Table of permitted, conditional and prohibited uses.
- One-page policy.
- Ten quick rules.
需替换的变量
[ORGANISATION]
[TOOLS]
[TASKS]
[DATA]
输出格式
An AI use policy, data classification and a quick guide for the team.
Quality criteria
Examples come from the team's real work.
The human review rule is clear.
It fits on one page.
核查方法
Review the policy with legal and information security.
Test it against five real cases.
Review it every six months.
局限
The policy must be adapted to applicable regulation and to each tool's terms.
09.2
Evaluate an AI assistant's answers
目标
Measure consistently whether an assistant's answers are correct and useful.
解决的问题
An assistant is adopted because it "seems good", without measuring errors.
所需背景
The assistant's purpose, typical questions, reference answers and risks.
提示词
Act as a quality evaluator for AI systems. Purpose of the assistant: [PURPOSE]. Typical questions: [QUESTIONS]. Reference answers: [REFERENCES].
Instructions:
1. Define a rubric with criteria: accuracy, completeness, sources, tone, safety and appropriate refusal.
2. For each criterion, describe what scores 0, 1 and 2 points.
3. Design a test set of 20 cases: normal, edge cases and cases where it should refuse or ask for more information.
4. Explain how to record results and calculate a score per criterion.
5. Define the minimum threshold for using the assistant and which errors are unacceptable even if the average is good.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Test cases must not contain real personal data.
Output format:
- Rubric as a table.
- List of 20 cases with expected answers.
- Recording sheet.
- Threshold and unacceptable errors.
需替换的变量
[PURPOSE]
[QUESTIONS]
[REFERENCES]
输出格式
A rubric, test set, recording sheet and acceptance threshold.
Quality criteria
Two different evaluators apply the rubric the same way.
There are cases where the right answer is to refuse.
Unacceptable errors are defined.
核查方法
Ask two people to evaluate the same cases and compare.
Repeat the evaluation after every change to the assistant.
Keep results to see trends.
局限
A 20-case test finds problems but does not prove others do not exist.
09.3
Inventory and risk classification of AI use cases
目标
Know where AI is used in the organisation and what controls each use needs.
解决的问题
AI comes in through many areas at once and nobody has the full list or knows which uses are high-risk.
所需背景
Areas, known use cases, data involved and people affected by the decisions.
提示词
Act as an AI governance analyst. Organisation: [ORGANISATION]. Known use cases: [CASES].
Instructions:
1. For each case, record: purpose, area, tool, data used, who uses the output and whom it affects.
2. Classify the risk (high, medium, low) according to: effect on people, data sensitivity, autonomy of the decision and reversibility.
3. Propose minimum controls per level: human review, logging, testing, transparency with those affected.
4. Point out cases that should be paused until controls are in place.
5. Propose how to keep the inventory up to date.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Justify each classification in one line.
- Flag for legal review the cases that affect people's rights.
Output format:
- Inventory table with risk level.
- Controls by level.
- Cases to pause.
- Update process.
需替换的变量
[ORGANISATION]
[CASES]
输出格式
An inventory of use cases with risk, controls and cases to pause.
Quality criteria
Each classification is justified.
Controls are proportionate to the risk.
The people affected are identified.
核查方法
Validate the inventory with each area.
Review high-risk cases with legal.
Update the inventory every quarter.
局限
The classification guides internal controls; it does not replace any assessment required by applicable regulation.
Understand the customer, test hypotheses and specify before building.
10.1
Specify a system before coding
目标
Agree on what a system must do before writing code.
解决的问题
Development starts from a vague idea and is redone several times.
所需背景
Problem, users, current processes, technical constraints and budget.
提示词
Act as a functional analyst. We want a system for [PROBLEM]. Users: [USERS]. Current process: [PROCESS]. Constraints: [CONSTRAINTS].
Instructions:
1. Describe objectives and what is out of scope.
2. Write user stories with verifiable acceptance criteria.
3. Define non-functional requirements: security, privacy, performance, availability and accessibility.
4. Identify the data the system handles and its sensitivity.
5. Propose a minimal first version and what is left for later.
Constraints:
- Do not choose technology yet unless it is a constraint.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Every acceptance criterion must be testable.
Output format:
- Objectives and out of scope.
- Stories with acceptance criteria.
- Non-functional requirements.
- Data inventory.
- Scope of the first version.
需替换的变量
[PROBLEM]
[USERS]
[PROCESS]
[CONSTRAINTS]
输出格式
A specification with stories, acceptance criteria, non-functional requirements and initial scope.
Quality criteria
Acceptance criteria are verifiable.
Security and privacy are there from the start.
The first version is small.
核查方法
Review the stories with real users.
Ask the technical team to estimate each story.
Use the criteria as the basis for testing.
局限
The specification will change as you learn; keep it up to date.
10.2
Customer discovery interviews
目标
Understand customers' real problems without leading their answers.
解决的问题
Interviews turn into pitches for the solution and confirm what was already believed.
所需背景
Customer segment, topic to explore and decisions that depend on what is learned.
提示词
Act as a user-experience researcher. Segment: [SEGMENT]. Topic to explore: [TOPIC]. Decisions that depend on this: [DECISIONS].
Instructions:
1. Define what we want to learn and what we will not ask.
2. Write a 30-minute guide: opening, context, recent experiences, problems, current solutions and close.
3. Write questions about past facts, not opinions or future intentions.
4. Include follow-up questions to go deeper without suggesting.
5. Design a template for recording findings and how to synthesise across interviews.
Constraints:
- Do not mention the solution during the interview.
- Ask for consent to record and explain how the data will be used.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Learning objectives.
- Interview guide with timings.
- Follow-up questions.
- Recording and synthesis template.
需替换的变量
[SEGMENT]
[TOPIC]
[DECISIONS]
输出格式
An interview guide, follow-up questions and a synthesis template.
Quality criteria
Questions refer to past facts.
No question suggests the answer.
Consent is included.
核查方法
Try the guide on someone you trust.
Review recordings for leading questions.
Synthesise after every five interviews.
局限
A handful of interviews gives direction; it is not statistically representative of the market.
10.3
Design an experiment to test a hypothesis
目标
Test a product idea at the lowest possible cost and with a clear criterion.
解决的问题
Full features are built only to find out later that nobody uses them.
所需背景
Hypothesis, metric of interest, available users and resources.
提示词
Act as an experiment-driven product manager. Hypothesis: [HYPOTHESIS]. Metric of interest: [METRIC]. Available users: [USERS]. Resources: [RESOURCES].
Instructions:
1. Rewrite the hypothesis in the form: "We believe that <change> for <users> will produce <result>; we will know when <metric> reaches <threshold>."
2. Propose three experiment designs of different cost and choose one.
3. Define the control group, duration and a reasonable minimum size.
4. List interpretation risks: seasonality, novelty, selection bias.
5. Define what you will do if the result is positive, negative or inconclusive.
Constraints:
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- The threshold is set before seeing the data.
- Do not design experiments that deceive users or use their data without notice.
Output format:
- Rewritten hypothesis.
- Three designs compared and the one chosen.
- Experiment parameters.
- Risks and decision plan.
需替换的变量
[HYPOTHESIS]
[METRIC]
[USERS]
[RESOURCES]
输出格式
A defined experiment with hypothesis, design, parameters and decision rule.
Quality criteria
The hypothesis is falsifiable.
The threshold is fixed before starting.
The experiment is honest with users.
核查方法
Ask an analyst to review the sample size.
Record the result even if it is negative.
Compare with previous experiments.
局限
A small experiment may give inconclusive results; plan for that.
Communicate clearly in difficult moments, look after the institution's voice and protect the brand.
11.1
Crisis statement
目标
Inform quickly, accurately and responsibly when something goes wrong.
解决的问题
In a crisis, communication comes late, is evasive or contains data that later has to be corrected.
所需背景
What happened, what is and is not known, whom it affects, what is being done and legal constraints.
提示词
Act as a crisis communication adviser. Situation: [SITUATION]. What we know for certain: [FACTS]. What we do not yet know: [UNKNOWNS]. Those affected: [AFFECTED]. Actions under way: [ACTIONS].
Instructions:
1. Draft a short statement: what happened, whom it affects, what we are doing, what those affected should do and when we will give the next update.
2. Write versions for: affected people, internal team and media.
3. Prepare ten difficult questions with honest answers.
4. Point out phrases to avoid because they are speculative or defensive.
5. Propose an update schedule.
Constraints:
- Communicate only confirmed facts; what is uncertain is stated as uncertain.
- Do not blame third parties or play down the effect on people.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- Flag everything for legal review before publishing.
Output format:
- Three versions of the statement.
- Questions and answers.
- Phrases to avoid.
- Update schedule.
需替换的变量
[SITUATION]
[FACTS]
[UNKNOWNS]
[AFFECTED]
[ACTIONS]
输出格式
Statements by audience, questions and answers, and an update schedule.
Quality criteria
Facts and unknowns are separated.
Those affected are told what to do.
There is a date for the next update.
核查方法
Verify each fact with its owner.
Put the text through legal review.
Read the statement as if you were an affected person.
局限
Communication does not replace fixing the problem or legal notification obligations.
11.2
Editorial review of an institutional text
目标
Make a text sound natural, clear and true to the institution, while keeping its content.
解决的问题
Institutional texts sound stiff, generic or repetitive and do not carry the organisation's voice.
所需背景
The text, its audience, the channel and a sample of the institutional voice.
提示词
Act as a style editor. Text: [TEXT]. Audience: [AUDIENCE]. Channel: [CHANNEL]. Sample of our voice: [SAMPLE].
Instructions:
1. Rewrite the text with sentences of varied length, concrete verbs and examples drawn from the context.
2. Remove filler, empty formulas, forced lists and adjectives that add nothing.
3. Adjust the tone to the voice sample and the audience.
4. Keep all data, names and claims; if something is doubtful, flag it instead of changing it.
5. Provide a list of the main changes and why you made them.
Constraints:
- The aim is editorial quality and natural reading for a human reader; do not promise or attempt results against automated detectors.
- Do not add new information or change the meaning.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
Output format:
- Revised text.
- List of changes with reasons.
- Content doubts flagged.
需替换的变量
[TEXT]
[AUDIENCE]
[CHANNEL]
[SAMPLE]
输出格式
A revised text in a natural voice, a list of changes and content doubts.
Quality criteria
Content and data did not change.
The tone matches the sample.
Generic formulas were removed.
核查方法
Compare original and revision line by line.
Ask someone from the target audience to read it aloud.
Confirm that no data point was altered.
局限
The review improves readability; responsibility for the content remains with the institution.
11.3
Prepare the information to register a trademark
目标
Arrive at the registration application with the information in order and the risks visible.
解决的问题
Money is invested in a brand that later cannot be registered or clashes with an existing one.
所需背景
Name or design, products or services, countries of interest and current use.
提示词
Act as an assistant preparing for trademark registration. Mark: [MARK]. Products or services: [PRODUCTS]. Countries of interest: [COUNTRIES]. Date and form of first use: [USE].
Instructions:
1. Describe the mark: word, figurative or combined, and its elements.
2. Suggest the Nice Classification classes that might apply and explain why, marking them as a proposal to be confirmed.
3. Point out registrability risks: descriptive, generic or misleading terms, or similarity to well-known marks.
4. List the prior-rights searches to be carried out in each country's official systems.
5. Prepare a list of documents and information for the application.
Constraints:
- Do not state that the mark is available or that it will be granted.
- Do not invent data, figures, sources or names; if information is missing, say so and ask.
- State that the final strategy should be reviewed by an intellectual property specialist.
Output format:
- Mark sheet.
- Proposed classes with justification.
- Registrability risks.
- Searches to carry out and document list.
需替换的变量
[MARK]
[PRODUCTS]
[COUNTRIES]
[USE]
输出格式
A mark sheet, proposed classes, risks and a checklist for preparing the application.
Quality criteria
Classes are marked as a proposal.
Risks are explained with recognised criteria.
There are no claims about availability.
核查方法
Run the search in each country's official system.
Confirm the classes with a specialist.
Check that the requirements are current with the competent authority.
局限
It is not legal advice; the decision rests with each country's authority.
