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Product strategy

Skill jpoindexter/product-management-skills/skills/product-strategy

Operational product-management skills and a /pm router for Codex and Claude.

Install
npx -y skills add jpoindexter/product-management-skills --skill product-strategy

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What its author says it does

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Develop or critique a product strategy by diagnosing the central obstacle, choosing a guiding policy, and defining coherent actions and non-goals. Use when priorities compete, a roadmap lacks rationale, a team has goals but no choices, or a strategy reads like aspirations or a feature list.

SKILL.md

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Product Strategy

Turn evidence about a consequential obstacle into a focused approach and a reinforcing set of product choices.

Required context

  • Product, market, and target customer
  • Business objective and time horizon
  • Current performance and evidence
  • Capabilities, constraints, and asymmetric advantages
  • Active initiatives and commitments

Workflow

  1. Define the outcome and identify what currently prevents it.
  2. Separate symptoms, causes, constraints, and uncertainties.
  3. Write a diagnosis that explains the situation and narrows the problem.
  4. Identify leverage: a change, capability, position, or concentration of effort that could multiply impact.
  5. Choose a guiding policy: the general approach for overcoming the diagnosed obstacle.
  6. Specify explicit non-goals and trade-offs.
  7. Define coherent actions whose effects reinforce one another.
  8. Translate the strategy into near-term product bets and decision rules, not a fixed feature inventory.
  9. Name evidence that would invalidate the diagnosis or policy and set a review trigger.

Output contract

Return:

  • Strategic outcome
  • Diagnosis and supporting evidence
  • Central obstacle
  • Guiding policy
  • Coherent actions and owners
  • Non-goals and trade-offs
  • Advantages or leverage used
  • Risks, measures, invalidation evidence, and review date

Bad-strategy audit

Reject or revise strategies dominated by:

  • Fluff or undefined language
  • Goals mistaken for strategy
  • Failure to face the central obstacle
  • A long list of unrelated priorities
  • Actions that compete for the same scarce resource
  • Claims of advantage without a mechanism

Quality gate

  • The diagnosis could be wrong and can be tested.
  • The policy makes a real choice.
  • Actions implement the policy and reinforce one another.
  • Non-goals protect focus.
  • Measures indicate whether the obstacle is changing.

Source grounding

Operational synthesis informed by Rumelt's strategy kernel, leverage, and proximate-objective concepts in Good Strategy/Bad Strategy, plus product-strategy and outcome principles from Inspired and Escaping the Build Trap.

What ships with it: 1 file

209 B alongside SKILL.md

agents/

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