Be specific, not aspirational

Describe the business as it actually is today, including constraints and uncomfortable facts. Aspirational or marketing-style descriptions lead to generic output.

Separate symptoms from the challenge

"Sales are down" is a symptom. "We win new logos but lose them within a year because onboarding is inconsistent" is a challenge. The more precisely you state the real problem, the more useful the diagnosis.

Give enough context to be useful

• Business model, customers, and how the company makes money.
• What has already been tried and why it did or did not work.
• Real constraints: budget, time, capabilities, and risk tolerance.
• The outcome you actually need, and by when.

Iterate

Treat the first report as a draft. If the diagnosis misreads the situation, that usually means an input was vague or missing. Correct it and regenerate — refinement is part of the method, not a failure.