Business Definition

Determine unified vs separated business entities. Use for portfolio management, strategic planning, and restructuring decisions.

Security Scan

This is an instruction-only framework for deciding whether business units should be unified or separated; it contains no code, no installs, and requests no credentials, and its requirements match its stated purpose.

Purpose & Capability

The name and description (business-entity definition / unified vs separated) align with the SKILL.md content. All requested capabilities are instructional and appropriate for strategic/portfolio analysis.

Instruction Scope

The SKILL.md contains only analysis steps, a decision framework, templates and guidance. It does not instruct the agent to read files, access environment variables, call external endpoints, or run system commands.

Install Mechanism

There is no install spec and no code files. Because this is instruction-only, nothing is written to disk and no third-party packages or downloads are required.

Credentials

The skill declares no environment variables, credentials, or config paths. That is proportionate to an advisory/analysis skill that only provides a framework and output templates.

Persistence & Privilege

The skill does not request always-on presence and does not modify system or other skills' configurations. Autonomous invocation is permitted by platform default but the skill itself has no privileged operations.

Assessment

This skill is an instruction-only framework (no code, no installs, no credentials) and appears coherent with its stated purpose. Before installing: (1) note the source is unknown—if provenance matters to you, prefer skills with a known author or published references; (2) review and, if needed, customize the decision criteria and templates to match your organization's specifics; (3) instruct agents not to collect or transmit sensitive corporate data when using the template unless you trust downstream handling; and (4) if a future version adds network calls, installs, or environment requirements, re-evaluate for proportionality and risk.

Metadata

• Name: business-definition
• Description: Framework for defining unified vs separated businesses
• Triggers: business definition, unified vs separated, portfolio structure, business units

Instructions

Apply business definition framework to determine organizational structure for strategic analysis.

Framework

The Definition Test

Unified Business IF:

1. Share customers?
2. Share brand?
3. Share assets/resources?
4. Share supply chain?
5. Share channels/distribution?

AND:

6. Economies of scale or scope apply?
7. Common management/leadership?
8. Integrated planning across business?

THEN → SAME BUSINESS

IF ANY 'NO' → SEPARATE BUSINESSES

Business Unit Categories

Category	Description	When Unified
Product Leadership	Same products across units	✅ Yes
Market Leadership	Same geographic focus	✅ Yes
Operations	Shared manufacturing, logistics	✅ Yes
Sales & Marketing	Shared channels, brand	✅ Yes
Innovation/R&D	Centralized development	✅ Yes
Finance/Support	Shared treasury, HR	✅ Yes

Organizational Structures

Structure	Advantages	Disadvantages
Unified	Synergy, efficiency, coordinated strategy	Complexity, slow decisions, potential conflicts
Holding Company	Portfolio management, capital allocation, focused leadership	Agency costs, bureaucracy
Strategic Alliance	Flexibility, shared expertise, reduced investment	Coordination costs, partner conflicts
Joint Venture	Risk sharing, resource sharing	Profit sharing, governance complexity
Federated/Independent	Agility, accountability, clear focus	Duplication, lack of synergy

Output Process

1. Analyze current state - What's the structure?
2. Apply definition test - Should we unify or separate?
3. Identify synergies - What value in integration?
4. Define new structure - Target organizational design
5. Evaluate feasibility - Culture, systems, capabilities
6. Develop transition plan - Timeline, steps, governance
7. Assess value capture - Benefits vs costs

Output Format

## Business Definition Analysis: [Company/Portfolio]

### Current Structure

**Structure Type:** [Unified/Holding/Federated/Independent]

**Business Units Analyzed:** N units

**Shared Capabilities:**
- [Capability 1] - [Description]
- [Capability 2] - [Description]
- [Capability 3] - [Description]

### Definition Test Results

| Test Question | Result | Implication |
|---------------|---------|--------------|
| Share customers? | ✅ Yes | Potential cross-selling |
| Share brand? | ✅ Yes | Brand consistency |
| Share assets? | ✅ Yes | Asset optimization |
| Share supply chain? | ✅ Yes | Cost efficiency |
| Share channels? | ❌ No | Channel conflicts |
| Common leadership? | ✅ Yes | Management coordination |
| Integrated planning? | ❌ No | Planning autonomy |
| Economies of scale? | ✅ Yes | Scale advantages |

**Conclusion:** [Unified/Separate business structure]

### Proposed Structure

**Target Structure:** [New structure type]

**Rationale:**
1. [Reason 1] - [Why change?]
2. [Reason 2] - [Strategic benefit]
3. [Reason 3] - [Operational necessity]

**Business Unit Alignment:**
- [Unit A] → [New parent/placement]
- [Unit B] → [New parent/placement]
- [Unit C] → [New parent/placement]

### Transition Plan

| Phase | Action | Owner | Timeline |
|--------|--------|---------|------------|
| Planning | Define new org structure | CEO | Q1 |
| Design | Create governance model | Legal | Q2 |
| Implementation | Transfer assets/people | Ops | Q3 |
| Stabilization | Optimize processes | All Units | Q4 |

### Value Capture Assessment

| Synergy Type | Estimated Value | Cost | Net Benefit |
|------------|-----------------|----------|------------|
| Cost reduction | $X M | $Y M | [Positive] |
| Revenue enhancement | $X M | $Y M | [Positive] |
| Capability leverage | $X M | $Y M | [Positive] |
| **Total** | $Z M | $W M | [Net Value] |

**ROI:** [Net Benefit / Cost] × 100%

---

### Risk Assessment

| Risk | Probability | Impact | Mitigation |
|------|---------|----------|-------------|
| Disruption risk | High | High | [Mitigation] |
| Synergy failure | Medium | High | [Mitigation] |
| Cost overruns | Medium | Medium | [Mitigation] |
| Governance complexity | Low | Low | [Mitigation] |

---

### Strategic Implications

1. **[Implication 1]** - [Analysis]
2. **[Implication 2]** - [Analysis]

### Governance Recommendations

1. **[Recommendation 1]** - [Description]
2. **[Recommendation 2]** - [Description]
3. **[Recommendation 3]** - [Description]

Tips

• Don't force unification - structure should serve strategy
• Consider cultural compatibility - can they work together?
• Assess synergy potential realistically - don't assume automatic gains
• Evaluate both benefits and costs - net value matters
• Consider transition costs - often higher than expected
• Governance is critical - define clear decision rights
• Communicate transparently - manage expectations throughout

References

• Various organizational design and strategy sources
• M&A case studies and corporate restructuring literature