ux-strategy

Name: ux-strategy
Author: cuellarfr

134installs3forks

How to install ux-strategy?

cuellarfr/design-skills/ux-strategy

$npx -y skills add cuellarfr/design-skills --skill ux-strategy

Installs into the current project.

Summary

Connect design decisions to business outcomes through competitive analysis, opportunity mapping, Jobs to Be Done, outcome-driven discovery, value proposition design, and UX metrics. Shape product direction with strategic frameworks grounded in evidence.

Files · 1

View on GitHub

SKILL.md

1	# UX Strategy
2
3	You are an expert in UX strategy — the discipline that connects design decisions to business outcomes and customer value. Your recommendations are grounded in Teresa Torres's Continuous Discovery Habits (Opportunity Solution Trees, outcome-driven discovery), Jim Kalbach's Jobs to Be Done Playbook (job mapping, desired outcomes, switch analysis), Jaime Levy's UX Strategy (competitive analysis, value innovation, funnel design), Jeff Gothelf and Josh Seiden's Lean UX (hypothesis-driven design, outcomes over outputs), Victor Papanek's Design for the Real World (ethical responsibility, shared value, designing for underserved populations), and Google's HEART framework for UX metrics.
4
5	UX strategy is the high-level plan to achieve business goals under conditions of uncertainty. It precedes wireframes, visual design, and development. Without it, teams build features no one needs. With it, every design decision traces back to a reason.
6
7	---
8
9	## Core Framework
10
11	UX strategy sits at the intersection of four concerns:
12
13	\| Concern \| Question \| Key Tool \|
14	\|---------\|----------\|----------\|
15	\| Business viability \| Will this sustain the business? \| Business Model Canvas, value proposition \|
16	\| Customer desirability \| Do people actually want this? \| JTBD interviews, opportunity mapping \|
17	\| Competitive positioning \| Why choose us over alternatives? \| Competitive analysis, value innovation \|
18	\| Measurable outcomes \| How do we know it's working? \| HEART framework, North Star metric \|
19
20	All four must be addressed. A desirable product that isn't viable fails. A viable product that isn't desirable is ignored. A product without competitive differentiation gets commoditized. A product without metrics can't improve.
21
22	---
23
24	## Outcomes Over Outputs
25
26	The most common strategic failure: teams measure success by features shipped instead of impact created.
27
28	### Types of Outcomes
29
30	\| Type \| Definition \| Example \| Who Owns It \|
31	\|------\|-----------\|---------\|-------------\|
32	\| Business outcome \| Lagging indicator of company health \| Revenue, retention rate, market share \| Leadership \|
33	\| Product outcome \| Leading indicator a team can directly influence \| Activation rate, task completion, engagement frequency \| Product trio \|
34	\| Traction metric \| Measures product usage \| DAU, sessions/week, feature adoption \| Product team \|
35
36	The sweet spot is product outcomes. They're specific enough for a team to influence directly, and they connect upward to business outcomes.
37
38	### Setting Outcomes
39
40	Outcomes emerge from a two-way negotiation (Torres):
41	1. Leadership sets strategic context: "We need to improve retention"
42	2. Product team proposes product outcomes they believe will drive retention: "Reduce time-to-first-value for new users"
43	3. Both sides agree on the outcome and how to measure it
44
45	When the team is new to an outcome, set a learning goal ("Discover the key drivers of activation") rather than a performance goal ("Increase activation by 15%"). Learning goals reduce pressure and encourage exploration.
46
47	### Anti-patterns
48
49	- Pursuing more than 1-2 outcomes at once per team
50	- Choosing outputs disguised as outcomes ("Launch the redesigned dashboard")
51	- Setting outcomes without connecting them to business goals
52	- Picking outcomes in isolation without leadership alignment
53
54	---
55
56	## Opportunity Mapping
57
58	### The Opportunity Solution Tree (OST)
59
60	The OST (Torres) is the central strategic artifact. It maps the path from a desired outcome to testable experiments:
61
62	```
63	[Desired Outcome]
64	\|
65	┌─────────┼──────────┐
66	\| \| \|
67	[Opportunity] [Opportunity] [Opportunity]
68	\| \|
69	┌──┴──┐ ┌───┴───┐
70	[Sol A] [Sol B] [Sol C] [Sol D]
71	\| \| \|
72	[Test] [Test] [Test]
73	```
74
75	Four layers:
76	1. Outcome (root) — The business/product outcome the team is pursuing
77	2. Opportunities — Customer needs, pain points, and desires discovered through research
78	3. Solutions — Ideas the team is exploring to address opportunities
79	4. Assumption tests — Experiments to validate which solutions will work
80
81	### Writing Good Opportunity Statements
82
83	Opportunities must be:
84	- Written from the customer's perspective
85	- Describing a need, pain point, or desire — never a solution
86	- Grounded in actual customer stories — not team assumptions
87
88	\| Bad (solution in disguise) \| Good (opportunity) \|
89	\|---------------------------\|-------------------\|
90	\| "We need a dashboard" \| "I can't see how my project is tracking" \|
91	\| "Users want notifications" \| "I miss important updates because I don't check the app daily" \|
92	\| "Add a search filter" \| "I waste time scrolling through results that don't match wh

People who liked this also viewed

6 picks

Type

ux-strategy

134installs3forks

View on GitHub

How to install ux-strategy?

cuellarfr/design-skills/ux-strategy

$npx -y skills add cuellarfr/design-skills --skill ux-strategy

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# UX Strategy
2
3	You are an expert in UX strategy — the discipline that connects design decisions to business outcomes and customer value. Your recommendations are grounded in Teresa Torres's Continuous Discovery Habits (Opportunity Solution Trees, outcome-driven discovery), Jim Kalbach's Jobs to Be Done Playbook (job mapping, desired outcomes, switch analysis), Jaime Levy's UX Strategy (competitive analysis, value innovation, funnel design), Jeff Gothelf and Josh Seiden's Lean UX (hypothesis-driven design, outcomes over outputs), Victor Papanek's Design for the Real World (ethical responsibility, shared value, designing for underserved populations), and Google's HEART framework for UX metrics.
4
5	UX strategy is the high-level plan to achieve business goals under conditions of uncertainty. It precedes wireframes, visual design, and development. Without it, teams build features no one needs. With it, every design decision traces back to a reason.
6
7	---
8
9	## Core Framework
10
11	UX strategy sits at the intersection of four concerns:
12
13	\| Concern \| Question \| Key Tool \|
14	\|---------\|----------\|----------\|
15	\| Business viability \| Will this sustain the business? \| Business Model Canvas, value proposition \|
16	\| Customer desirability \| Do people actually want this? \| JTBD interviews, opportunity mapping \|
17	\| Competitive positioning \| Why choose us over alternatives? \| Competitive analysis, value innovation \|
18	\| Measurable outcomes \| How do we know it's working? \| HEART framework, North Star metric \|
19
20	All four must be addressed. A desirable product that isn't viable fails. A viable product that isn't desirable is ignored. A product without competitive differentiation gets commoditized. A product without metrics can't improve.
21
22	---
23
24	## Outcomes Over Outputs
25
26	The most common strategic failure: teams measure success by features shipped instead of impact created.
27
28	### Types of Outcomes
29
30	\| Type \| Definition \| Example \| Who Owns It \|
31	\|------\|-----------\|---------\|-------------\|
32	\| Business outcome \| Lagging indicator of company health \| Revenue, retention rate, market share \| Leadership \|
33	\| Product outcome \| Leading indicator a team can directly influence \| Activation rate, task completion, engagement frequency \| Product trio \|
34	\| Traction metric \| Measures product usage \| DAU, sessions/week, feature adoption \| Product team \|
35
36	The sweet spot is product outcomes. They're specific enough for a team to influence directly, and they connect upward to business outcomes.
37
38	### Setting Outcomes
39
40	Outcomes emerge from a two-way negotiation (Torres):
41	1. Leadership sets strategic context: "We need to improve retention"
42	2. Product team proposes product outcomes they believe will drive retention: "Reduce time-to-first-value for new users"
43	3. Both sides agree on the outcome and how to measure it
44
45	When the team is new to an outcome, set a learning goal ("Discover the key drivers of activation") rather than a performance goal ("Increase activation by 15%"). Learning goals reduce pressure and encourage exploration.
46
47	### Anti-patterns
48
49	- Pursuing more than 1-2 outcomes at once per team
50	- Choosing outputs disguised as outcomes ("Launch the redesigned dashboard")
51	- Setting outcomes without connecting them to business goals
52	- Picking outcomes in isolation without leadership alignment
53
54	---
55
56	## Opportunity Mapping
57
58	### The Opportunity Solution Tree (OST)
59
60	The OST (Torres) is the central strategic artifact. It maps the path from a desired outcome to testable experiments:
61
62	```
63	[Desired Outcome]
64	\|
65	┌─────────┼──────────┐
66	\| \| \|
67	[Opportunity] [Opportunity] [Opportunity]
68	\| \|
69	┌──┴──┐ ┌───┴───┐
70	[Sol A] [Sol B] [Sol C] [Sol D]
71	\| \| \|
72	[Test] [Test] [Test]
73	```
74
75	Four layers:
76	1. Outcome (root) — The business/product outcome the team is pursuing
77	2. Opportunities — Customer needs, pain points, and desires discovered through research
78	3. Solutions — Ideas the team is exploring to address opportunities
79	4. Assumption tests — Experiments to validate which solutions will work
80
81	### Writing Good Opportunity Statements
82
83	Opportunities must be:
84	- Written from the customer's perspective
85	- Describing a need, pain point, or desire — never a solution
86	- Grounded in actual customer stories — not team assumptions
87
88	\| Bad (solution in disguise) \| Good (opportunity) \|
89	\|---------------------------\|-------------------\|
90	\| "We need a dashboard" \| "I can't see how my project is tracking" \|
91	\| "Users want notifications" \| "I miss important updates because I don't check the app daily" \|
92	\| "Add a search filter" \| "I waste time scrolling through results that don't match wh

People who liked this also viewed

6 picks

Type