--- name: write-prod-strategy description: Product strategy docs using 7-component framework disable-model-invocation: false --- # Write Product Strategy Skill Create comprehensive product strategy using a 7-component framework. Connects vision to execution. ## Quick Start 1. Tell me: "I need a product strategy for [product/initiative]" 2. I will check `thoughts/shared/pm/frameworks/`, `thoughts/shared/pm/context/business-info-template.md`, and `thoughts/shared/pm/research/` for existing context 3. I will ask about scope (company vs product), horizon (6mo/1yr/3yr), audience, and whether we are building on or replacing existing strategy 4. We work through the 7 components: Objective, Users, Superpowers, Vision, Pillars, Impact, Roadmap 5. Output goes to `thoughts/shared/pm/analyses/strategy-[product]-[date].md` **Output length:** A complete 7-component strategy doc should be 2,000-3,000 words with an executive summary of 200-300 words. If you want a shorter version, ask for a "1-page strategy brief" and I will generate only: Objective, Target Users, Strategic Pillars, and Key Metrics. ## Context Routing Logic (Internal - for Claude) **Automatic Context Checks:** When this skill is invoked, immediately check: | Source | Files/Folders | Search Terms | What to Extract | | -------------------- | ---------------------------------------------- | ----------------------------------------- | ---------------------------------------- | | Existing Strategy | `thoughts/shared/pm/frameworks/*.md` | company strategy, vision, roadmap | Current strategy to build on or update | | Business Model | `thoughts/shared/pm/context/business-info-template.md` | TAM, revenue model, metrics | Objective anchor and North Star | | User Research | `thoughts/shared/pm/research/*.md` | user segments, JTBD, pain points | Users section and strategic fit | | Competitive Analysis | `thoughts/shared/pm/research/competitive-*.md` | competitor positioning | Superpowers and differentiation | | Historical PRDs | `thoughts/shared/pm/prds/*.md` | strategic features, decisions | Precedent for feature strategy alignment | | Meetings | `thoughts/shared/product/meeting-notes/*.md` | strategy discussion, OKRs, board feedback | Stakeholder input and constraints | **Context Priority:** 1. Business model and company objectives FIRST 2. User research and strategic direction SECOND 3. Competitive positioning THIRD 4. Existing feature decisions FOURTH **Cross-Skill Links:** - If defining North Star → Link to `/define-north-star` - If analyzing user needs → Link to `/user-research-synthesis` and `/journey-map` - If evaluating features → Link to `/impact-sizing` for driver trees - If creating PRDs → Ensure they reference strategic pillars from here --- ## Step 0: Understanding Your Strategic Context Before writing strategy, let me understand where you are... **Checking:** - `thoughts/shared/pm/frameworks/` for existing strategy docs - `thoughts/shared/pm/context/business-info-template.md` for business model - `thoughts/shared/pm/research/` for user and competitive insights - `thoughts/shared/product/meeting-notes/` for stakeholder input and OKRs **Based on what I find, I'll show you:** ### Current Strategic State **Existing Strategy:** - [If you have one: what's your current strategy, when was it last updated?] - [Key strategic pillars: what are you focusing on?] - [Are we refreshing, evolving, or starting from scratch?] **Business Context:** - [North Star metric: what measures success?] - [Growth stage: early product, scaling, or maturing?] - [Revenue model: how do you make money?] **User & Competitive Landscape:** - [Primary user segments: who are you building for?] - [Competitive position: what makes you different?] - [Unmet needs: what gaps exist in the market?] ### PM-Specific Diagnosis Questions 1. **Scope:** Company-level strategy or product-line strategy? 2. **Horizon:** 6 months, 1 year, or 3 years out? 3. **Constraints:** Resource limitations, market conditions, organizational changes? 4. **Stakeholder Input:** What does leadership expect? What are investor priorities? 5. **Current Momentum:** What's working well? What's not working? --- ## When to Use This Skill - Annual/quarterly strategy planning - New product launch planning - Investor/board presentations - Cross-functional alignment on direction - When leadership asks "what's the strategy?" ## The 7-Component Framework A complete product strategy answers: 1. **Objective** - What are we trying to achieve and how will we measure it? 2. **Users** - Who are we serving and what jobs do they need done? 3. **Superpowers** - What unique advantages do we have? 4. **Vision** - What does the future look like if we succeed? 5. **Pillars** - What are our 2-4 strategic focus areas? 6. **Impact** - What value will we create (users + business)? 7. **Roadmap** - What's the plan to get there? ## Workflow ### Step 1: Gather Context Ask the PM: ``` Strategy Scope: - Company or product strategy? - Timeframe: 6 months / 1 year / 3 years? - Audience: Team / Exec / Board / Investors? - Current strategy exists? (building on or replacing?) Context to review: - Company mission/vision - Current OKRs - User research - Competitive landscape - Market trends - Past strategy docs (if any) ``` ### Step 2: Component 1 - Objective **Objective = Mission + Measure** Mission: What problem are we solving? Measure: How will we know if we're winning? ``` ## Objective ### Mission [One-sentence statement of what we're trying to accomplish] Example: "Help product teams ship better features faster by reducing the time from idea to launch" ### North Star Metric [The one metric that best captures value delivered] Metric: [Metric name] Current: [Baseline value] Target: [Goal value by when] Why this metric: - Captures value for users: [Explanation] - Drives business outcomes: [Explanation] - Team can influence it: [Explanation] ### Supporting Metrics 1. [Metric 1]: [Current] → [Target] 2. [Metric 2]: [Current] → [Target] 3. [Metric 3]: [Current] → [Target] ### Guardrails Metrics we won't sacrifice for growth: - [Guardrail 1: e.g., "User satisfaction score stays above 4.0"] - [Guardrail 2: e.g., "Response time under 200ms"] ``` ### Step 3: Component 2 - Users **Users = JTBD + Journey Map** Who are we serving and what do they need? ``` ## Users ### Primary User Segments **Segment 1: [Name]** - Who: [Description - role, company size, industry] - Size: [TAM - how many of these users exist] - Pain: [Primary pain point] - Job to be done: [What they're trying to accomplish] **Segment 2: [Name]** - Who: [Description] - Size: [TAM] - Pain: [Primary pain point] - Job to be done: [What they're trying to accomplish] ### Jobs to Be Done Canvas For primary segment: **Job Statement:** When [situation], I want to [motivation], so I can [expected outcome]. Example: "When I'm planning my product roadmap, I want to quickly prioritize features based on impact, so I can focus the team on what matters most." **Current Alternatives:** - [Alt 1]: [What they use today + why it's insufficient] - [Alt 2]: [What they use today + why it's insufficient] **Success Criteria:** - Speed: [How fast does it need to be?] - Quality: [How good does the outcome need to be?] - Cost: [What's their budget?] - Ease: [How simple must it be?] ### User Journey [Reference existing journey map or create simplified version] Key stages: 1. [Stage 1]: [User goal] → [Current pain point] 2. [Stage 2]: [User goal] → [Current pain point] 3. [Stage 3]: [User goal] → [Current pain point] Biggest friction points: - [Friction 1]: Causes [X% drop-off or Y time waste] - [Friction 2]: Causes [impact] ``` ### Step 4: Component 3 - Superpowers **Superpowers = 7 Powers Framework** What unique advantages do we have? ``` ## Superpowers Our durable competitive advantages: **Power 1: [Name]** ([Type from 7 Powers]) [Description of advantage] Why it's durable: - [Reason 1: Why competitors can't easily copy] - [Reason 2: How it compounds over time] Evidence: - [Data point or example] **Power 2: [Name]** ([Type from 7 Powers]) [Description] Why it's durable: - [Reason] Evidence: - [Data/example] ### 7 Powers Reference: 1. **Scale Economies** - Unit costs decline as volume increases 2. **Network Effects** - Value increases as users increase 3. **Counter-Positioning** - Business model incumbents can't copy 4. **Switching Costs** - Value loss when switching to alternative 5. **Branding** - Durable attribution of higher value to objectively identical offering 6. **Cornered Resource** - Preferential access to coveted asset 7. **Process Power** - Embedded company organization/activity set ``` ### Step 5: Component 4 - Vision **Vision = Visiontype + Prototype** What does the future look like if we succeed? ``` ## Vision ### Vision Statement (3-5 Years Out) [Paragraph describing the future state] Example: "In 3 years, product teams using our platform ship features 10x faster than industry average. Instead of spending months in planning, teams validate ideas in days using AI-powered prototyping and instant user feedback loops. The default workflow becomes: idea → prototype → test → ship, all within a single week. Our platform becomes the nervous system of product development." ### Future User Experience **A day in the life** (future state): [Narrative of how a user will experience your product] Example: "Sarah, a PM at a fast-growing startup, has an idea for a new feature at 9am. By 9:15am, she's used our AI to generate three prototype variants. By 10am, she's running an A/B test with 1,000 users. By 3pm, she has statistically significant results. By 5pm, engineering has the winning design and technical spec. What used to take 6 weeks now takes 8 hours." ### Visiontype (Prototype of Vision) [If possible, create visual representation:] - Mockup of future product state - Diagram of ecosystem - User flow in future state - Before/after comparison [Or generate using `/generate-ai-prototype` or `/napkin-sketch`] ### What Changes? | Today | Future (Vision State) | |-------|----------------------| | [Current state 1] | [Future state 1] | | [Current state 2] | [Future state 2] | | [Current state 3] | [Future state 3] | ``` ### Step 6: Component 5 - Pillars **Pillars = 2-4 Strategic Focus Areas** Where will we concentrate our efforts? ``` ## Strategic Pillars The 2-4 areas where we'll focus investment and energy: ### Pillar 1: [Name] **What:** [Description of this focus area] **Why:** [Why this is strategically important] **How we'll win:** - [Approach 1] - [Approach 2] - [Approach 3] **Key initiatives:** - [Initiative 1]: [Brief description] - [Initiative 2]: [Brief description] **Success looks like:** - [Metric/outcome 1] - [Metric/outcome 2] ### Pillar 2: [Name] [Same structure as Pillar 1] ### Pillar 3: [Name] [Same structure as Pillar 1] ### What We're NOT Doing Explicit non-goals for this strategy period: - ❌ [Non-goal 1]: [Why we're explicitly not doing this] - ❌ [Non-goal 2]: [Reason] - ❌ [Non-goal 3]: [Reason] ``` ### Step 7: Component 6 - Impact **Impact = Value Estimation with Driver Trees** What value will we create? ``` ## Impact ### User Impact **Users affected:** [Number or percentage] **Pain severity:** [Critical / High / Medium] **Value delivered:** - [Benefit 1]: [Quantified if possible] - [Benefit 2]: [Quantified if possible] - [Benefit 3]: [Quantified if possible] **Workaround cost eliminated:** - Time saved: [X hours per user per week] - Money saved: [$ per user per year] - Frustration reduced: [Qualitative description + quotes] ### Business Impact **Driver Tree: Feature → Metric → Revenue/Profit** ``` Strategy Success ↓ North Star Metric: [Metric name] increases by [X%] ↓ ├─→ Driver 1: [Leading indicator] increases by [Y%] │ ↓ │ ├─→ Initiative A contributes [Z%] │ └─→ Initiative B contributes [W%] │ └─→ Driver 2: [Leading indicator] increases by [Y%] ↓ └─→ Initiative C contributes [Z%] ``` **Revenue Impact:** - New revenue: [$ from new customers/use cases] - Retained revenue: [$ from reduced churn] - Expansion revenue: [$ from upsells/cross-sells] **Total projected impact:** $[X]M ARR by [Date] **Cost to execute:** - Engineering: [FTE or $] - Design: [FTE or $] - Other: [FTE or $] **ROI:** [Revenue impact / Cost] = [X]x ### Strategic Value Beyond numbers: **OKR Alignment:** - Company OKR 1: [How this strategy supports it] - Company OKR 2: [How this strategy supports it] **Competitive Positioning:** - [How this changes competitive landscape] - [New moat created or existing moat strengthened] **Market Opportunity:** - TAM: $[X]M - SAM: $[Y]M - SOM (achievable): $[Z]M over [timeframe] ### Confidence Levels **Data Quality:** - High confidence: [What we're certain about] - Medium confidence: [What we have some data on] - Low confidence: [What we're assuming] **Key Risks:** - [Risk 1]: [Probability × Impact] - [Risk 2]: [Probability × Impact] - [Risk 3]: [Probability × Impact] **How we'll de-risk:** - [Validation approach for each major assumption] ``` ### Step 8: Component 7 - Roadmap **Roadmap = 0-3mo Fixed, 3-6mo Loose, 6+ Exploratory** How will we execute? ``` ## Roadmap ### Now (0-3 Months) - Fixed Commitments **Q[X] [Year]:** | Initiative | Pillar | Impact | Team | Status | |-----------|--------|--------|------|--------| | [Initiative 1] | [Pillar name] | [Metric target] | [Team] | [Status] | | [Initiative 2] | [Pillar name] | [Metric target] | [Team] | [Status] | | [Initiative 3] | [Pillar name] | [Metric target] | [Team] | [Status] | **Milestones:** - [Month 1]: [Milestone] - [Month 2]: [Milestone] - [Month 3]: [Milestone] ### Next (3-6 Months) - Directional Plan **Q[X+1] [Year]:** Focus areas (subject to change based on learnings): - [Focus area 1]: [General direction] - [Focus area 2]: [General direction] Potential initiatives (not committed): - [Potential initiative 1] - [Potential initiative 2] Decision points: - [Month 4]: Decide on [Key decision] - [Month 5]: Decide on [Key decision] ### Later (6+ Months) - Exploratory **Q[X+2] [Year] and beyond:** Strategic bets to explore: - [Exploratory bet 1]: [What we need to learn] - [Exploratory bet 2]: [What we need to learn] Research questions: - [Question 1] - [Question 2] Open questions: - [Question 1] - [Question 2] ### Trade-Offs Made What we're NOT doing (and why): - **[Alternative path 1]:** - Why we considered: [Reason] - Why we chose not to: [Trade-off] - **[Alternative path 2]:** - Why we considered: [Reason] - Why we chose not to: [Trade-off] ``` ## Complete Output Format ```markdown # [Product Name] Strategy ## [Timeframe: e.g., 2026 Annual Strategy] **Author:** [Name] **Date:** [Date] **Status:** [Draft / Review / Approved] **Audience:** [Who this is for] --- ## Executive Summary [2-3 paragraph summary of entire strategy] **TL;DR:** - Objective: [One sentence] - Target: [North Star Metric goal] - Approach: [Strategic pillars in one sentence] - Impact: [Business outcome] --- ## 1. Objective ### Mission [What we're trying to accomplish] ### North Star Metric [Metric + target] ### Supporting Metrics [List of 3-5 metrics] --- ## 2. Users ### Primary Segments [Description of who we serve] ### Jobs to Be Done [JTBD canvas] ### User Journey [Key stages + friction points] --- ## 3. Superpowers [2-3 durable competitive advantages from 7 Powers] --- ## 4. Vision ### Vision Statement [Future state description] ### Visiontype [Prototype or mockup of vision] --- ## 5. Strategic Pillars ### Pillar 1: [Name] [Details] ### Pillar 2: [Name] [Details] ### Pillar 3: [Name] [Details] ### Non-Goals [What we're NOT doing] --- ## 6. Impact ### User Impact [Value to users] ### Business Impact [Revenue/profit driver tree] ### Strategic Value [OKR alignment, competitive positioning] ### Confidence & Risks [What we're certain/uncertain about] --- ## 7. Roadmap ### Now (0-3mo) [Fixed commitments] ### Next (3-6mo) [Directional plan] ### Later (6+mo) [Exploratory bets] ### Trade-Offs [What we chose not to do] --- ## Appendix ### References - [PRD links] - [Research docs] - [Competitive analysis] - [Market data] ### Feedback & Iteration - Last updated: [Date] - Feedback from: [Stakeholders] - Next review: [Date] ``` ## Pro Tips 1. **Start with Objective:** North Star Metric anchors everything 2. **Users before solutions:** Understand JTBD before defining strategy 3. **Be specific:** "Improve UX" is not a pillar, "Reduce time-to-first-value by 50%" is 4. **Quantify impact:** Use driver trees to connect strategy to revenue 5. **Say no explicitly:** Non-goals matter as much as goals 6. **Visual visiontype:** Show, don't just tell 7. **Update quarterly:** Strategy is living document, not set-and-forget ## Common Mistakes to Avoid ❌ Vague objectives ("be the best") ✅ Measurable targets ("reduce churn from 5% to 2% by Q4") ❌ No user insight ("we'll build features") ✅ JTBD-driven ("users need to X, currently they do Y which wastes Z time") ❌ Copying competitor strategy ✅ Leveraging unique superpowers ❌ Wishful thinking ("we'll 10x revenue") ✅ Driver trees with realistic assumptions ❌ Feature roadmap masquerading as strategy ✅ Outcome-driven pillars with example initiatives ## Output Integration ### Where Files Go **Strategy documents:** - Active work: `thoughts/shared/pm/analyses/strategy-[product]-[date].md` (living document) - Executive version: Can be adapted for board/investor presentations ### Link to Other Work After writing strategy: - **Reference in PRDs** - "This feature supports Strategic Pillar [X]" from this document - **Roadmap alignment** - "Q# roadmap focuses on Pillar [Y]" - **Team alignment** - Share with cross-functional teams for guidance - **Status updates** - Track progress against strategic goals in `/catalyst-pm-ops:status-update` ### Cross-Skill Integration **Feeds into:** - `/prd-draft` - All PRDs should reference and support strategic pillars - `/catalyst-pm-ops:status-update` - Track progress against strategy in weekly updates - Board/investor communications - Strategy is the foundation for pitches - Quarterly planning - Use strategy to guide roadmap prioritization **Pulls from:** - `/define-north-star` - Your North Star becomes the Objective component - `/user-research-synthesis` - User insights inform Users component - `/impact-sizing` - Feature impact sizing informs Impact component - `/competitor-analysis` - Competitive insights inform Superpowers component --- ## Integration with Other Skills **Inputs:** - `/define-north-star` - Component 1: Objective - `/journey-map` - Component 2: Users - `/impact-sizing` - Component 6: Impact - `/user-research-synthesis` - Component 2: User insights **Outputs:** - `/prd-draft` - PRDs align with strategic pillars - `/catalyst-pm-ops:status-update` - Progress against strategy - Board/investor decks - Executive summary ## Questions to Ask Before Writing 1. **Scope:** Company-level or product-level strategy? 2. **Horizon:** 6 months, 1 year, 3 years? 3. **Current state:** Building on existing strategy or creating from scratch? 4. **Data available:** User research, market data, competitive intel? 5. **Audience:** Who will read and act on this strategy? ## Output Length Guidance **Full strategy (default):** 2,000-3,000 words covering all 7 components with an executive summary of 200-300 words. This is what you need for quarterly/annual planning, cross-functional alignment, and investor/board communication. **1-page strategy brief (on request):** When the PM asks for a shorter version, generate only: 1. **Objective:** Mission + North Star Metric + target 2. **Target Users:** Primary segment + JTBD (one paragraph) 3. **Strategic Pillars:** 2-4 focus areas with one sentence each 4. **Key Metrics:** 3-5 metrics with current baseline and targets This brief should fit on a single page (~500 words). Use it for quick alignment, team kickoffs, or when the full strategy is being drafted elsewhere. --- ## Output Quality Self-Check Before delivering the strategy document, verify: - [ ] **Executive summary stands alone:** Someone reading only the exec summary understands the objective, approach, and expected impact. Test: cover everything below the summary and ask "do I know what we are doing and why?" - [ ] **North Star is defined:** A specific, measurable North Star metric with baseline and target is stated in the Objective section. Not "grow revenue" but "increase MRR from $250K to $400K by Q4." - [ ] **Users are real, not abstract:** User segments include specific roles, company types, and pain points grounded in research. At least one user quote or data point is referenced if research exists. - [ ] **Superpowers pass the competitor test:** Each superpower explains why competitors cannot easily replicate it. If a competitor could copy it in 6 months, it is not a superpower. - [ ] **Pillars are outcome-driven:** Each pillar describes an outcome to achieve, not a feature to build. "Reduce time-to-first-value by 50%" not "Build onboarding wizard." - [ ] **Non-goals are real tradeoffs:** The non-goals section lists things you actually considered doing but chose not to. "We will not build a spaceship" is not a tradeoff. - [ ] **Impact is quantified:** Revenue impact, user impact, or both are estimated with driver trees or ranges, not just qualitative statements. - [ ] **Roadmap has three horizons:** Now (0-3mo) is fixed, Next (3-6mo) is directional, Later (6+mo) is exploratory. If all three horizons are equally detailed, the roadmap is too speculative. - [ ] **Length is appropriate:** Full strategy: 2,000-3,000 words. Brief: ~500 words. If significantly over, cut redundancy. If significantly under, check for missing components. Remember: A good strategy is a clear "no" to many things and a committed "yes" to a few. Strategy is about choices, not wishes.