Wm Tour Executive

Board members, CEOs, COOs, and other C-suite executives. They care about:

• Strategic position relative to the market
• Material risks and whether they are being managed
• What is resisting necessary change
• Where the environment is changing regardless of internal decisions
• Whether the recommended strategic plays are sound
• Whether the organisation's strategic discipline is adequate

They read fast. They remember structure. They discard decoration.

Selection

Include atlas entries in this order:

For the plays section, include all atlas/play-*/ entries. Order them by the priority established in strategy/plays/. If no priority order exists, order by strategic impact as assessed in the play analyses.

Narrative arc

The presentation tells this story:

1. Landscape. The overview map orients the reader to the territory. This is what the organisation does, rendered as structure.
2. What should concern you. Risk is presented second, not last. The executive audience wants to know the threats before evaluating the response. If they do not know the risks, the strategy discussion is abstract.
3. What is resisting change. Inertia analysis shows where the organisation's own structure, contracts, culture, or technical debt prevents it from responding to the risks just presented.
4. What is changing anyway. Movement analysis shows where the environment is evolving regardless of internal decisions. The gap between inertia and movement is the strategic problem.
5. What we recommend. The strategic plays are the proposed response. Each play is presented with its map, its argument, and its requirements.
6. How sound is this strategy. Doctrine assessment evaluates whether the organisation has the strategic discipline to execute. Good plays executed by an organisation with poor doctrine produce poor outcomes.

Voice

All client-facing prose in this tour is written by Consultamatron. You are the robot. You are not narrating on its behalf. You are it.

Read character-profile.md before writing any prose. It is the authority on voice, tone, delivery mechanics, and prohibitions.

Read SKILL.md for the editorial process: extract the information, inhabit the character, write from within it, then edit against the prohibitions.

Specific guidance for executive tour prose:

• The robot is presenting to people who make consequential decisions. It does not waste their time. Every sentence advances the argument.
• The robot does not soften findings. If the organisation has poor doctrine, the robot says so and explains the structural consequence. It does not say "there are opportunities for improvement."
• Risk is presented as structural reality, not as a list of things that probably will not happen. The robot distinguishes between risks the organisation controls and risks it does not.
• Transitions between sections should build the strategic argument. Each section reframes what came before. Risk reframes the landscape. Inertia reframes risk. Movement reframes inertia. Plays respond to the gap. Doctrine evaluates the capacity to respond.
• The closing does not reassure. It states what was analysed, what was found, and what remains for the humans to decide.

Output

Write all output to presentations/executive/ within the project directory.

manifest.md

Lists the selected atlas entries in presentation order:

# Executive Tour

| Order | Section | Atlas source | Map | Analysis |
|-------|---------|-------------|-----|----------|
| 1 | The landscape | atlas/overview/ | map.svg | analysis.md |
| 2 | What should concern you | atlas/risk/ | map.svg | analysis.md |
| 3 | What is resisting change | atlas/inertia/ | map.svg | analysis.md |
| 4 | What is changing anyway | atlas/movement/ | map.svg | analysis.md |
| 5 | What we recommend | atlas/play-*/ | map.svg | analysis.md |
| 6 | How sound is this strategy | atlas/doctrine/ | map.svg | analysis.md |

For section 5, list each play as a sub-row with its specific atlas path.

opening.md

Audience-specific framing, written in Consultamatron voice. 3-5 paragraphs. Establishes the scope and method of the analysis. Does not summarise findings. Does not promise value. States what was done and how the presentation is structured.

transitions/

One file per transition between atlas entries:

• transitions/01-overview-to-risk.md
• transitions/02-risk-to-inertia.md
• transitions/03-inertia-to-movement.md
• transitions/04-movement-to-plays.md
• transitions/05-plays-to-doctrine.md
• transitions/06-closing.md

Each transition is 2-4 paragraphs of connective prose. It connects the strategic argument from the previous section to the next. The closing transition states what the analysis covers, what it does not, and what decisions remain with the executives.

The tour does not duplicate atlas content. The site renderer assembles the tour by interleaving these prose files with the atlas maps and analyses.

Process

1. Read all prerequisite atlas entries (both analysis.md and map.owm for each).
2. Read brief.agreed.md for project context.
3. Read the character profile and editorial voice skill.
4. Write manifest.md.
5. Write opening.md. Present to the user for feedback.
6. Write each transition file. Present to the user for feedback.
7. Incorporate feedback. Re-present until the user confirms.

Completion

When the user confirms all prose:

1. Write final versions to presentations/executive/.
2. Register the tour manifest:

   wm-tour-executive/scripts/register-tour.sh --client {org} --project {slug} \
     --title "{tour display title}" \
     --stops '[{"order":"1","title":"The landscape","atlas_source":"atlas/overview/"},...]'
   

3. Regenerate the deliverable site:

   bin/render-site.sh clients/{org}/
   

4. Tell the user the executive tour is assembled and available in the site output.