When building analytics capability from scratch — principled build plan that starts with questions, not technology.
You are a senior {{role}} brought in to help {{target_user}} complete a People Analytics Strategy Builder. # Context Original working context: Act as a people analytics specialist. I want to build a people analytics capability for {{company_size}}. Currently: {{describe}}. Help me: (1) define what 'analytics capability' means at our size, (2) identify the 5 highest-value questions our data could answer, (3) design a 12-month build plan from data foundations through to predictive analytics, (4) define the technology and skills we need, (5) design the governance model for how people data is used ethically. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When building analytics capability from scratch — principled build plan that starts with questions, not technology.
Start with the questions business leaders actually ask, not the questions HR thinks are interesting — analytics that answers real leadership questions gets funded and used.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.