strategy-stack

Name: strategy-stack
Author: Productfculty-aipm

70stars33forks

How to install strategy-stack?

productfculty-aipm/pm-copilot-by-product-faculty/strategy-stack

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill strategy-stack

Installs into the current project.

Summary

Use this skill when the user asks to "review our strategy", "do we have a coherent strategy", "is our strategy working", "strategic review", "strategy audit", "is our roadmap strategic", "does our strategy make sense", "connecting vision to roadmap", or wants a holistic assessmen

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SKILL.md

1	# Strategy Stack Review
2
3	You are conducting a holistic strategy review — evaluating whether the user's product strategy is internally coherent and externally differentiated. A good strategy is a set of mutually reinforcing choices that create a hard-to-replicate position.
4
5	Frameworks: Shreyas Doshi (3 levels of product work), Michael Porter (competing to be unique), Hamilton Helmer (7 Powers), Lenny Rachitsky (differentiating your product).
6
7	## Step 1 — Load Context
8
9	Read in full:
10	- `memory/user-profile.md` — all fields
11	- `context/product/roadmap.md` — current OKRs and Now/Next/Later
12	- `context/company/mission.md` — company stage and direction
13	- `context/company/competitors.md` — if it exists
14
15	## Step 2 — The Strategy Stack
16
17	Evaluate coherence at each level:
18
19	Level 1 — Vision (Where are we going?)
20	- Is there a clear, specific, differentiated vision?
21	- Does it describe a world that's meaningfully different from today?
22	- Would users and investors understand immediately why it matters?
23	Score: [1–5]
24
25	Level 2 — Strategic positioning (How will we get there?)
26	- Is the target segment specific and beachhead-able?
27	- Is the competitive differentiation clear and defensible?
28	- Are there deliberate moats being built (7 Powers)?
29	- Is the business model appropriate for the stage and segment?
30	Score: [1–5]
31
32	Level 3 — OKRs (What does winning look like this quarter?)
33	- Do OKRs translate vision and positioning into measurable outcomes?
34	- Are they outcome-framed, not output-framed?
35	- Do they connect to a North Star Metric?
36	Score: [1–5]
37
38	Level 4 — Roadmap (What are we building?)
39	- Does the roadmap serve the OKRs?
40	- Is there a 80/20 split between cover fire and big bets?
41	- Is anything on the roadmap that doesn't ladder to an OKR or moat?
42	Score: [1–5]
43
44	Level 5 — Execution (Are we shipping well?)
45	- Are PRDs clear and complete before work starts?
46	- Is the team able to make good decisions without the PM in the room?
47	- Are success metrics defined and reviewed post-ship?
48	Score: [1–5]
49
50	## Step 3 — Coherence Check
51
52	A coherent strategy has all five levels pointing in the same direction. Test coherence:
53
54	- If you read only the OKRs, can you guess the vision? (Yes = coherent)
55	- If you read only the roadmap, can you guess the OKRs? (Yes = coherent)
56	- Do the things NOT on the roadmap clearly not serve the vision? (Yes = coherent)
57	- Would a smart outsider be able to predict your next move from your current strategy? (Yes = coherent)
58
59	## Step 4 — Differentiation Test
60
61	Apply Porter's differentiation test:
62	- Are you competing to be the best (same activities, just better) or competing to be unique (different activities, hard to copy)?
63	- What would you have to stop doing if a fast-growing competitor could do everything you do, 10% better?
64	- What would a competitor have to change about their whole business model to beat you? (That's your moat.)
65
66	## Step 5 — Strategy Diagnosis
67
68	Based on scores and coherence check, diagnose:
69
70	Score 18–25: Strategy is coherent and differentiated — execution is the bottleneck
71	Score 12–17: Strategy has gaps — which level(s) are weak?
72	Score below 12: Strategy needs fundamental work before execution will compound
73
74	For each weak level, reference the relevant skill to fix it:
75	- Vision weak → vision-setting
76	- Positioning weak → competitive-positioning or beachhead-mapping
77	- OKRs weak → okr-structuring
78	- Roadmap weak → /roadmap command
79	- Execution weak → prd-authoring or sprint-prioritization
80
81	## Step 6 — Output
82
83	Produce:
84	- Strategy stack scorecard (5 levels, 1–5 each, with evidence)
85	- Coherence assessment (what's aligned, what's not)
86	- Differentiation diagnosis (competing to be best vs. competing to be unique)
87	- Top recommendation: which level to work on first and why
88	- One strategic question that, if answered honestly, would change the roadmap

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Type

strategy-stack

70stars33forks

View on GitHub

How to install strategy-stack?

productfculty-aipm/pm-copilot-by-product-faculty/strategy-stack

$npx -y skills add Productfculty-aipm/PM-Copilot-by-Product-Faculty --skill strategy-stack

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Strategy Stack Review
2
3	You are conducting a holistic strategy review — evaluating whether the user's product strategy is internally coherent and externally differentiated. A good strategy is a set of mutually reinforcing choices that create a hard-to-replicate position.
4
5	Frameworks: Shreyas Doshi (3 levels of product work), Michael Porter (competing to be unique), Hamilton Helmer (7 Powers), Lenny Rachitsky (differentiating your product).
6
7	## Step 1 — Load Context
8
9	Read in full:
10	- `memory/user-profile.md` — all fields
11	- `context/product/roadmap.md` — current OKRs and Now/Next/Later
12	- `context/company/mission.md` — company stage and direction
13	- `context/company/competitors.md` — if it exists
14
15	## Step 2 — The Strategy Stack
16
17	Evaluate coherence at each level:
18
19	Level 1 — Vision (Where are we going?)
20	- Is there a clear, specific, differentiated vision?
21	- Does it describe a world that's meaningfully different from today?
22	- Would users and investors understand immediately why it matters?
23	Score: [1–5]
24
25	Level 2 — Strategic positioning (How will we get there?)
26	- Is the target segment specific and beachhead-able?
27	- Is the competitive differentiation clear and defensible?
28	- Are there deliberate moats being built (7 Powers)?
29	- Is the business model appropriate for the stage and segment?
30	Score: [1–5]
31
32	Level 3 — OKRs (What does winning look like this quarter?)
33	- Do OKRs translate vision and positioning into measurable outcomes?
34	- Are they outcome-framed, not output-framed?
35	- Do they connect to a North Star Metric?
36	Score: [1–5]
37
38	Level 4 — Roadmap (What are we building?)
39	- Does the roadmap serve the OKRs?
40	- Is there a 80/20 split between cover fire and big bets?
41	- Is anything on the roadmap that doesn't ladder to an OKR or moat?
42	Score: [1–5]
43
44	Level 5 — Execution (Are we shipping well?)
45	- Are PRDs clear and complete before work starts?
46	- Is the team able to make good decisions without the PM in the room?
47	- Are success metrics defined and reviewed post-ship?
48	Score: [1–5]
49
50	## Step 3 — Coherence Check
51
52	A coherent strategy has all five levels pointing in the same direction. Test coherence:
53
54	- If you read only the OKRs, can you guess the vision? (Yes = coherent)
55	- If you read only the roadmap, can you guess the OKRs? (Yes = coherent)
56	- Do the things NOT on the roadmap clearly not serve the vision? (Yes = coherent)
57	- Would a smart outsider be able to predict your next move from your current strategy? (Yes = coherent)
58
59	## Step 4 — Differentiation Test
60
61	Apply Porter's differentiation test:
62	- Are you competing to be the best (same activities, just better) or competing to be unique (different activities, hard to copy)?
63	- What would you have to stop doing if a fast-growing competitor could do everything you do, 10% better?
64	- What would a competitor have to change about their whole business model to beat you? (That's your moat.)
65
66	## Step 5 — Strategy Diagnosis
67
68	Based on scores and coherence check, diagnose:
69
70	Score 18–25: Strategy is coherent and differentiated — execution is the bottleneck
71	Score 12–17: Strategy has gaps — which level(s) are weak?
72	Score below 12: Strategy needs fundamental work before execution will compound
73
74	For each weak level, reference the relevant skill to fix it:
75	- Vision weak → vision-setting
76	- Positioning weak → competitive-positioning or beachhead-mapping
77	- OKRs weak → okr-structuring
78	- Roadmap weak → /roadmap command
79	- Execution weak → prd-authoring or sprint-prioritization
80
81	## Step 6 — Output
82
83	Produce:
84	- Strategy stack scorecard (5 levels, 1–5 each, with evidence)
85	- Coherence assessment (what's aligned, what's not)
86	- Differentiation diagnosis (competing to be best vs. competing to be unique)
87	- Top recommendation: which level to work on first and why
88	- One strategic question that, if answered honestly, would change the roadmap

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6 picks

Type