@Marryclaire_AI: 🚨BREAKING: AI just replaced Po...
@Marryclaire_AI
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Mar 28, 2026
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🚨BREAKING: AI just replaced PowerPoint.
Consulting-level slides that used to take HOURS…
now take less than 5 minutes.
Here are 6 insane prompts I learned from my friend in Harvard Business School
(Save for later) 👇I’m
Consulting-level slides that used to take HOURS…
now take less than 5 minutes.
Here are 6 insane prompts I learned from my friend in Harvard Business School
(Save for later) 👇I’m
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1. The “Boardroom Strategy Deck” Prompt
"You are a senior faculty member at a top business school and a former strategy advisor to Fortune 500 CEOs. You are known for transforming messy business situations into sharp, boardroom-ready narratives that combine analytical rigor, strategic clarity, and executive presence.
I need you to create a business-school-level presentation deck that explains a business situation as if it were being presented to a CEO, board of directors, or executive leadership team.
Build the deck with the tone, structure, and intellectual standard of an elite MBA classroom discussion and an MBB-style executive presentation.
The deck must include:
• Executive summary: the core problem, why it matters, and the recommended direction
• Company context: industry background, business model, growth stage, and competitive position
• Strategic problem framing: the real question leadership must answer
• Key market and business insights: the most important data, trends, and signals
• Root-cause analysis: what is truly driving the challenge or opportunity
• Strategic options: 3-4 realistic paths the company could take
• Evaluation criteria: how to compare those options using business logic, risk, cost, and upside
• Final recommendation: the strongest path forward with a clear rationale
• Implementation roadmap: what should happen in the next 30, 90, and 180 days
• Risks and mitigation: what could go wrong and how leadership should manage it
• Final takeaway: the one message the board should remember
Make the presentation feel intellectually rigorous, concise, persuasive, and suitable for senior leadership.
Topic for the deck: [INSERT BUSINESS TOPIC / COMPANY / 2The “Market Entry Deck” Prompt ]"
"You are a senior faculty member at a top business school and a former strategy advisor to Fortune 500 CEOs. You are known for transforming messy business situations into sharp, boardroom-ready narratives that combine analytical rigor, strategic clarity, and executive presence.
I need you to create a business-school-level presentation deck that explains a business situation as if it were being presented to a CEO, board of directors, or executive leadership team.
Build the deck with the tone, structure, and intellectual standard of an elite MBA classroom discussion and an MBB-style executive presentation.
The deck must include:
• Executive summary: the core problem, why it matters, and the recommended direction
• Company context: industry background, business model, growth stage, and competitive position
• Strategic problem framing: the real question leadership must answer
• Key market and business insights: the most important data, trends, and signals
• Root-cause analysis: what is truly driving the challenge or opportunity
• Strategic options: 3-4 realistic paths the company could take
• Evaluation criteria: how to compare those options using business logic, risk, cost, and upside
• Final recommendation: the strongest path forward with a clear rationale
• Implementation roadmap: what should happen in the next 30, 90, and 180 days
• Risks and mitigation: what could go wrong and how leadership should manage it
• Final takeaway: the one message the board should remember
Make the presentation feel intellectually rigorous, concise, persuasive, and suitable for senior leadership.
Topic for the deck: [INSERT BUSINESS TOPIC / COMPANY / 2The “Market Entry Deck” Prompt ]"
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2. The “Market Entry Deck” Prompt
"You are a professor specializing in competitive strategy, international expansion, and market entry. You teach future CEOs how to think through ambiguity, structure high-stakes decisions, and enter new markets with discipline rather than hype.
I need you to create a business-school-level presentation deck on a market entry decision for a company considering expansion into a new geography, customer segment, or product category.
Build the deck as if it were first discussed in an elite MBA classroom and then adapted for a real executive team.
The deck should include:
• Executive overview: the market entry question and why this move matters now
• Company readiness: capabilities, constraints, brand strength, and operating model
• Market attractiveness: size, growth, profitability, customer demand, and timing
• Competitive landscape: incumbents, challengers, substitutes, and barriers to entry
• Customer analysis: target segments, unmet needs, buying behavior, and willingness to pay
• Entry risks: regulatory, operational, cultural, financial, and strategic risks
• Entry options: acquisition, partnership, organic launch, niche-first strategy, or phased rollout
• Economics of entry: expected costs, payback logic, margin potential, and resource requirements
• Recommendation: whether to enter, how to enter, and under what conditions
• Go-to-market roadmap: first moves, milestones, and success metrics
The deck should feel like a disciplined MBA strategy case turned into a polished executive presentation.
Market entry scenario: [INSERT COMPANY + TARGET MARKET / CATEGORY / REGION]"•
"You are a professor specializing in competitive strategy, international expansion, and market entry. You teach future CEOs how to think through ambiguity, structure high-stakes decisions, and enter new markets with discipline rather than hype.
I need you to create a business-school-level presentation deck on a market entry decision for a company considering expansion into a new geography, customer segment, or product category.
Build the deck as if it were first discussed in an elite MBA classroom and then adapted for a real executive team.
The deck should include:
• Executive overview: the market entry question and why this move matters now
• Company readiness: capabilities, constraints, brand strength, and operating model
• Market attractiveness: size, growth, profitability, customer demand, and timing
• Competitive landscape: incumbents, challengers, substitutes, and barriers to entry
• Customer analysis: target segments, unmet needs, buying behavior, and willingness to pay
• Entry risks: regulatory, operational, cultural, financial, and strategic risks
• Entry options: acquisition, partnership, organic launch, niche-first strategy, or phased rollout
• Economics of entry: expected costs, payback logic, margin potential, and resource requirements
• Recommendation: whether to enter, how to enter, and under what conditions
• Go-to-market roadmap: first moves, milestones, and success metrics
The deck should feel like a disciplined MBA strategy case turned into a polished executive presentation.
Market entry scenario: [INSERT COMPANY + TARGET MARKET / CATEGORY / REGION]"•
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3. The “Market Entry Deck” Prompt
"You are a professor specializing in competitive strategy, international expansion, and market entry. You teach future CEOs how to think through ambiguity, structure high-stakes decisions, and enter new markets with discipline rather than hype.
I need you to create a business-school-level presentation deck on a market entry decision for a company considering expansion into a new geography, customer segment, or product category.
Build the deck as if it were first discussed in an elite MBA classroom and then adapted for a real executive team.
The deck should include:
Executive overview: the market entry question and why this move matters now
• Company readiness: capabilities, constraints, brand strength, and operating model
• Market attractiveness: size, growth, profitability, customer demand, and timing
• Competitive landscape: incumbents, challengers, substitutes, and barriers to entry
• Customer analysis: target segments, unmet needs, buying behavior, and willingness to pay
• Entry risks: regulatory, operational, cultural, financial, and strategic risks
• Entry options: acquisition, partnership, organic launch, niche-first strategy, or phased rollout
• Economics of entry: expected costs, payback logic, margin potential, and resource requirements
• Recommendation: whether to enter, how to enter, and under what conditions
• Go-to-market roadmap: first moves, milestones, and success metrics
The deck should feel like a disciplined MBA strategy case turned into a polished executive presentation.
Market entry scenario: [INSERT COMPANY + TARGET MARKET / CATEGORY / REGION]"
a professor who teaches growth strategy, scaling, and business model design. Your teaching style combines case-method thinking, sharp diagnosis, and practical recommendationThe “Growth Strategy Deck” Prompt
"You are s that distinguish real growth from vanity metrics.
I need you to build a business-school-level presentation deck on how a company should grow — whether through customer acquisition, pricing, partnerships, product expansion, geographic scaling, or business model innovation.
Structure the presentation like a serious MBA classroom discussion translated into an investor-ready or leadership-ready growth deck.
The deck should include:
• Growth question: what kind of growth the company is pursuing and why
• Current growth baseline: revenue, users, retention, margins, and operational constraints
• Growth diagnosis: what is working, what is stalling, and why
• Market opportunity: where the most valuable growth pockets exist
• Growth levers: the 4-6 most realistic drivers of growth available to the company
• Strategic trade-offs: speed vs profitability, focus vs expansion, brand vs performance, product vs distribution
• Prioritization model: which levers should come first and why
• Recommended growth strategy: the integrated plan leadership should pursue
• Execution plan: sequence, ownership, KPIs, and decision checkpoints
• Risks of scaling: where growth could destroy value if handled poorly
Write with rigor, clarity, and confidence suitable for operators, founders, and investors.
Company or growth topic: [INSERT COMPANY / PRODUCT / GROWTH CHALLENGE]"
"You are a professor specializing in competitive strategy, international expansion, and market entry. You teach future CEOs how to think through ambiguity, structure high-stakes decisions, and enter new markets with discipline rather than hype.
I need you to create a business-school-level presentation deck on a market entry decision for a company considering expansion into a new geography, customer segment, or product category.
Build the deck as if it were first discussed in an elite MBA classroom and then adapted for a real executive team.
The deck should include:
Executive overview: the market entry question and why this move matters now
• Company readiness: capabilities, constraints, brand strength, and operating model
• Market attractiveness: size, growth, profitability, customer demand, and timing
• Competitive landscape: incumbents, challengers, substitutes, and barriers to entry
• Customer analysis: target segments, unmet needs, buying behavior, and willingness to pay
• Entry risks: regulatory, operational, cultural, financial, and strategic risks
• Entry options: acquisition, partnership, organic launch, niche-first strategy, or phased rollout
• Economics of entry: expected costs, payback logic, margin potential, and resource requirements
• Recommendation: whether to enter, how to enter, and under what conditions
• Go-to-market roadmap: first moves, milestones, and success metrics
The deck should feel like a disciplined MBA strategy case turned into a polished executive presentation.
Market entry scenario: [INSERT COMPANY + TARGET MARKET / CATEGORY / REGION]"
a professor who teaches growth strategy, scaling, and business model design. Your teaching style combines case-method thinking, sharp diagnosis, and practical recommendationThe “Growth Strategy Deck” Prompt
"You are s that distinguish real growth from vanity metrics.
I need you to build a business-school-level presentation deck on how a company should grow — whether through customer acquisition, pricing, partnerships, product expansion, geographic scaling, or business model innovation.
Structure the presentation like a serious MBA classroom discussion translated into an investor-ready or leadership-ready growth deck.
The deck should include:
• Growth question: what kind of growth the company is pursuing and why
• Current growth baseline: revenue, users, retention, margins, and operational constraints
• Growth diagnosis: what is working, what is stalling, and why
• Market opportunity: where the most valuable growth pockets exist
• Growth levers: the 4-6 most realistic drivers of growth available to the company
• Strategic trade-offs: speed vs profitability, focus vs expansion, brand vs performance, product vs distribution
• Prioritization model: which levers should come first and why
• Recommended growth strategy: the integrated plan leadership should pursue
• Execution plan: sequence, ownership, KPIs, and decision checkpoints
• Risks of scaling: where growth could destroy value if handled poorly
Write with rigor, clarity, and confidence suitable for operators, founders, and investors.
Company or growth topic: [INSERT COMPANY / PRODUCT / GROWTH CHALLENGE]"
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4. The “Turnaround & Crisis Deck” Prompt
"You are a professor who teaches corporate turnarounds, leadership under pressure, and crisis decision-making. You help leaders diagnose failing systems, separate symptoms from root causes, and regain control in moments of strategic and operational stress.
I need you to create a business-school-level presentation deck for a company facing a crisis, slowdown, reputational issue, operational breakdown, or strategic decline.
Build the deck as if it were being used in both a case-method classroom and an emergency executive offsite.
The deck must include:
• Situation overview: what has gone wrong and why the situation is urgent
• Timeline of deterioration: the sequence of decisions, events, or external shifts that led here
• Problem diagnosis: strategic, operational, financial, organizational, and leadership causes
• Stakeholder impact: customers, employees, investors, regulators, partners, and the public
• Severity assessment: what happens if leadership does nothing
• Turnaround options: the realistic recovery paths available
• Immediate stabilization actions: what must happen in the next 7, 30, and 90 days
• Structural fixes: the deeper changes required to prevent recurrence
• Leadership communication strategy: how to align internal and external stakeholders
• Final turnaround recommendation: what leadership should do now and why
The presentation should feel decisive, analytical, and credible — suitable for a board, founder, CEO, or crisis leadership team.
Crisis or turnaround situation: [INSERT COMPANY / SITUATION / PROBLEM]"
"You are a professor who teaches corporate turnarounds, leadership under pressure, and crisis decision-making. You help leaders diagnose failing systems, separate symptoms from root causes, and regain control in moments of strategic and operational stress.
I need you to create a business-school-level presentation deck for a company facing a crisis, slowdown, reputational issue, operational breakdown, or strategic decline.
Build the deck as if it were being used in both a case-method classroom and an emergency executive offsite.
The deck must include:
• Situation overview: what has gone wrong and why the situation is urgent
• Timeline of deterioration: the sequence of decisions, events, or external shifts that led here
• Problem diagnosis: strategic, operational, financial, organizational, and leadership causes
• Stakeholder impact: customers, employees, investors, regulators, partners, and the public
• Severity assessment: what happens if leadership does nothing
• Turnaround options: the realistic recovery paths available
• Immediate stabilization actions: what must happen in the next 7, 30, and 90 days
• Structural fixes: the deeper changes required to prevent recurrence
• Leadership communication strategy: how to align internal and external stakeholders
• Final turnaround recommendation: what leadership should do now and why
The presentation should feel decisive, analytical, and credible — suitable for a board, founder, CEO, or crisis leadership team.
Crisis or turnaround situation: [INSERT COMPANY / SITUATION / PROBLEM]"
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5. The “M&A Decision Deck” Prompt
"You are a professor specializing in mergers and acquisitions, corporate finance, and strategic decision-making. You teach executives and MBA students how to evaluate acquisitions not just by narrative, but by strategic fit, economics, execution risk, and post-merger realities.
I need you to create a business-school-level presentation deck evaluating whether a company should acquire, merge with, or invest in another company.
Structure the deck as a rigorous case-style decision brief for senior executives, board members, or investors.
The presentation should include:
• Deal overview: who is buying whom, and what the strategic rationale appears to be
• Strategic fit: why this target matters in terms of capabilities, market access, technology, talent, or distribution
• Industry context: how the deal fits into broader market shifts and competitive pressure
• Financial logic: value creation potential, synergies, cost structure, and return assumptions
• Risks and red flags: integration difficulty, culture clash, overpayment, regulatory issues, execution failure
• Alternative uses of capital: what else the company could do instead of this deal
• Scenario analysis: best case, base case, and downside case
• Decision framework: what criteria leadership should use to judge the deal
• Recommendation: proceed, renegotiate, delay, or walk away
Post-deal priorities: what must happen in the first 100 days if the deal goes through
Make the deck sophisticated, financially literate, and strategically sharp.
M&A topic: [INSERT ACQUIRER / TARGET / DEAL SITUATION]"
"You are a professor specializing in mergers and acquisitions, corporate finance, and strategic decision-making. You teach executives and MBA students how to evaluate acquisitions not just by narrative, but by strategic fit, economics, execution risk, and post-merger realities.
I need you to create a business-school-level presentation deck evaluating whether a company should acquire, merge with, or invest in another company.
Structure the deck as a rigorous case-style decision brief for senior executives, board members, or investors.
The presentation should include:
• Deal overview: who is buying whom, and what the strategic rationale appears to be
• Strategic fit: why this target matters in terms of capabilities, market access, technology, talent, or distribution
• Industry context: how the deal fits into broader market shifts and competitive pressure
• Financial logic: value creation potential, synergies, cost structure, and return assumptions
• Risks and red flags: integration difficulty, culture clash, overpayment, regulatory issues, execution failure
• Alternative uses of capital: what else the company could do instead of this deal
• Scenario analysis: best case, base case, and downside case
• Decision framework: what criteria leadership should use to judge the deal
• Recommendation: proceed, renegotiate, delay, or walk away
Post-deal priorities: what must happen in the first 100 days if the deal goes through
Make the deck sophisticated, financially literate, and strategically sharp.
M&A topic: [INSERT ACQUIRER / TARGET / DEAL SITUATION]"
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6. The “Leadership & Organizational Change Deck” Prompt
"You are a professor who teaches leadership, organizational behavior, and change management. Your specialty is helping leaders understand why strategy often fails inside organizations — not because the strategy is wrong, but because incentives, culture, communication, and execution are misaligned.
I need you to create a business-school-level presentation deck on a leadership or organizational change challenge.
Build the deck as if it were designed for senior executives navigating transformation, reorganization, culture change, or leadership transition.
The deck should include:
• Leadership context: what organizational situation the company is facing
• Core challenge: what must change and why the current state is no longer sustainable
• Organizational diagnosis: culture, structure, incentives, talent, communication, and decision-making
• Resistance map: where resistance is likely to come from and why
• Stakeholder perspectives: what different groups fear, want, and need
• Change options: different models for implementing transformation
• Leadership stance: what the CEO or senior team must communicate and embody
• Change architecture: governance, sequencing, metrics, and accountability
• Risks of failure: what typically derails organizational
• Final recommendation: the most realistic and effective transformation path
The final result should feel like a combination of elite MBA teaching and a real executive transformation deck.
Leadership or organizational topic: [INSERT CHANGE SCENARIO / COMPANY / TEAM CHALLENGE]"
"You are a professor who teaches leadership, organizational behavior, and change management. Your specialty is helping leaders understand why strategy often fails inside organizations — not because the strategy is wrong, but because incentives, culture, communication, and execution are misaligned.
I need you to create a business-school-level presentation deck on a leadership or organizational change challenge.
Build the deck as if it were designed for senior executives navigating transformation, reorganization, culture change, or leadership transition.
The deck should include:
• Leadership context: what organizational situation the company is facing
• Core challenge: what must change and why the current state is no longer sustainable
• Organizational diagnosis: culture, structure, incentives, talent, communication, and decision-making
• Resistance map: where resistance is likely to come from and why
• Stakeholder perspectives: what different groups fear, want, and need
• Change options: different models for implementing transformation
• Leadership stance: what the CEO or senior team must communicate and embody
• Change architecture: governance, sequencing, metrics, and accountability
• Risks of failure: what typically derails organizational
• Final recommendation: the most realistic and effective transformation path
The final result should feel like a combination of elite MBA teaching and a real executive transformation deck.
Leadership or organizational topic: [INSERT CHANGE SCENARIO / COMPANY / TEAM CHALLENGE]"
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⚡ Kimi Slides vs PowerPoint:
PowerPoint = manual work
Kimi Slides = prompt → finished deck
– Full presentations in 60 sec
– No design skills needed
– Import, edit, export instantly
This isn’t an upgrade.
It’s a replacement.
PowerPoint = manual work
Kimi Slides = prompt → finished deck
– Full presentations in 60 sec
– No design skills needed
– Import, edit, export instantly
This isn’t an upgrade.
It’s a replacement.
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