Update to Forward Deployed

{
  "description": "Develop enterprise AI opportunities and use cases that change how work gets done or create new services. Use to expand an automation request, discover work the organization could not previously afford, or turn a business ambition into a concrete first build.",
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  "name": "opportunity-design",
  "skill_md_contents": "---\nname: opportunity-design\ndescription: Develop enterprise AI opportunities and use cases that change how work gets done or create new services. Use to expand an automation request, discover work the organization could not previously afford, or turn a business ambition into a concrete first build.\n---\n\n# Opportunity design\n\nDevelop a point of view about what the enterprise could do with capable AI, then make the work tangible. Use its customers, expertise, systems, and ambitions as design material. A useful opportunity gives someone a new ability or materially improves an outcome.\n\n## Find the opportunity in the work\n\nFollow a concrete situation through to its outcome. Look for work that waits for an expert, disappears between teams, repeats when circumstances change, or never gets attempted. Ask what people would investigate, create, personalize, or complete if assembling context and applying expertise became much cheaper.\n\nLearn how the strongest practitioners work: what they notice, which explanations they test, how they use systems, and when they change course. Those moves are material for the proposed capability. Look at employee experiments too; a useful tool someone built for themselves can reveal a broader need.\n\nUse these prompts where they open a worthwhile direction:\n\n- **Delegate a whole assignment.** A procurement agent could interpret a location's opening plan, reconcile requirements with approved products, investigate substitutes, and prepare valid purchase requests. Follow the work across systems until it reaches a usable result.\n- **Extend expert reach.** Give each account, location, or product the investigation currently reserved for a few. Find the additional decisions or services that wider coverage would support.\n- **Change the pace.** Turn a quarterly investigation into continuing work that revisits explanations as evidence changes and prepares the next useful action.\n- **Make working artifacts.** Let employees create a runnable analysis, simulator, prototype, or operational tool, then change assumptions and use it on their own work. This can expand what a role can accomplish.\n- **Create a service.** Give customers direct access to a capability previously delivered through a costly engagement: implementation, analysis, personalized learning, or sustained operational support. Design the service and its delivery economics together.\n\nDevelop the direction that fits the situation. These are ways to generate ideas, not categories every proposal needs to fill.\n\n## Design the assignment\n\nDescribe what it must figure out: competing explanations, an unfamiliar system, a feasible plan, an applicable precedent, a missing requirement, or the next investigation. Name the tools and feedback that let it make progress. Choose the interface around the assignment: an existing queue, editable workspace, tool, or conversation.\n\nExplore current capabilities when they change the idea. Try relevant products, models, integrations, and creation tools on the task. A successful probe can justify a different interface, longer assignment, broader population, or more delegation. Keep technology choices open until the needed behavior has been demonstrated.\n\nWalk through one case from request or trigger to completion. Show what the employee delegates, what happens independently, what persists between sessions, what the system produces or changes, and where human judgment enters. Identify the business objects and systems involved so that the experience can become an implementation brief.\n\n## Choose the first build\n\nKeep the ambition and the first deployment connected. Narrow the population, environment, or action scope while preserving the defining work. For a procurement agent, the first build should turn a changing requirement into an executable purchasing plan in the test system.\n\nBuild or run the smallest useful experience that exposes the difficult dependency. Test whether it finds a better option, completes the assignment, enables a new task, or produces something the recipient uses. Measure the resulting work and the effort required to finish it.\n\nRecommend a direction and explain the alternative that matters. Deliver a scenario, prototype, concept brief, or developed opportunity record suited to the decision. Include the value mechanism, first commitment, and result that would justify expansion.\n\nRead [enterprise opportunity examples](references/enterprise-opportunities.md) when widening a narrow request or choosing between different experiences.\n"
}