# 32 Claude Skills for Product Strategy, From the Diagnosis to the Roadmap 32 Claude skills for one product strategy cycle: diagnose, choose, stress-test, put numbers on it, build the roadmap, tell it and review it each quarter. - Page: https://lantern.meet-polar-bear.com/skills/product-strategy-pack - Download: https://lantern.meet-polar-bear.com/skills/product-strategy-pack.zip - Source: https://github.com/polar-bear-org/claude-skills/tree/main/packs/product-strategy-pack - Price: free ## Install in Claude Code ``` /plugin marketplace add polar-bear-org/claude-skills /plugin install product-strategy-pack@polar-bear-skills ``` ## The 32 skills you get The set follows one strategy cycle in eight stages: diagnosing, reading the market and the customer, choosing, stress-testing the choice, putting numbers on it, turning it into a roadmap, telling it, and reviewing it each quarter. ### 1 · Diagnose - **Strategic Question Frame** — use when: A leader asks for "a strategy for X" and nobody in the room knows which decision is due. Output: The one strategic question, the decision it feeds with its owner and date, horizon, scope in, out and taken as given, one alternative framing. - **Product Health Read** — use when: Planning starts from last quarter's deck and nobody has checked what is true today. Output: Four lenses (usage, quality, revenue signals, feedback), a source and date range per line, tracking changes flagged, what the data cannot tell. - **Issue Tree** — use when: The question is big and the team argues about which part to look at first. Output: The root question word for word, sub-questions split by one logic per level, overlap and coverage checks, the data that answers each leaf. - **Hypothesis Board** — use when: Everyone "knows" why the number fell and the team has collected data for weeks without a point. Output: One hypothesis per branch that could be false, kill criteria written before any test, an importance by evidence map, the cheapest test for the top three. ### 2 · Market and customer - **Competitive Analysis** — use when: "The competitor has it" is setting the roadmap. Output: Landscape by the customer's job with workarounds and doing nothing as rows, a source and read date per cell, win and loss themes from buyers, where we differ, what not to copy. - **Needs-Based Segmentation** — use when: "Our users" means four groups and the strategy tries to serve all of them. Output: Job statements with circumstance and trigger, the current alternative, a size signal from aggregate data, the segment the strategy serves first and the ones it does not. - **Opportunity Solution Tree** — use when: The strategy's customer claims rest on what the team believes, not on what customers did. Output: One outcome, opportunities that each cite an interview, a target opportunity, three ideas with the riskiest assumption, the slots marked "needs an interview". - **Market Sizing (TAM, SAM, SOM)** — use when: Leadership asks how big this is and the number must survive "where does that come from?". Output: Top-down and bottom-up estimates as low, base and high, every input sourced or labelled assumption, the gap between methods, the share the plan needs. - **Lean Canvas** — use when: A new product or bet is moving from a conversation to a plan and every box is confident and unchecked. Output: One canvas per segment filled problem first, every entry marked tested or untested, the three riskiest untested assumptions with the cheapest test. ### 3 · Choose - **Product Vision Board** — use when: The choices have no destination, so every option looks equally reasonable. Output: Vision statement options with what each rules out, target group by need, needs marked confirmed or assumed, product, business goals. - **Strategic Options** — use when: The options on the table are the leader's idea in three sizes. Output: Three to five options that differ in kind, "do nothing" with the cost of waiting, the bet each makes, what each gives up, reversibility. - **Decision Matrix** — use when: The decision meeting goes to whoever argues loudest. Output: Criteria and weights dated before any score, pass or fail gates, a consequence table per option, scores with evidence, weight sensitivity. - **Strategic Bets** — use when: The strategy is chosen and nobody has written what would prove it wrong. Output: Three to five bets written as what would have to be true, the evidence today, the test or early signal, a kill criterion and date, an owner by role. - **Not-Doing List** — use when: The strategy was "agreed" and everything is still a priority. Output: "We will not" lines with the reason, what saying no costs and who hears it, the short answer to give, the condition that would reopen it. ### 4 · Stress-test - **Scenario Planning Model** — use when: One forecast line is in the plan and everyone knows it is wrong. Output: Base, upside and downside per option on two or three drivers, every value sourced or marked assumption, the assumption that flips the choice, early signals, as an editable spreadsheet. - **Red Team Review** — use when: The plan looks finished and nobody has argued with it yet. Output: The assumptions the plan cannot survive losing, the strongest case against, counter-evidence on file, three sceptic questions, a change-now list, accepted risks. - **Pre-Mortem Analysis** — use when: You are about to commit people and a quarter to the strategy. Output: Failure defined at a date, failure stories gathered independently and clustered, early signal, prevention, contingency with trigger, owner by role. - **Recommendation Memo** — use when: The options are scored and stress-tested, and the next meeting will reopen it all unless one page says what to do. Output: The call and the ask in the first line, three reasons tied to evidence, every rejected option with its fair case, risks, a one-minute answer to "why not the other option?". ### 5 · Numbers - **Business Case** — use when: Finance wants a number and everyone knows the return is a guess. Output: One page in five parts, options including do nothing, an assumptions table with low, base, high, source and owner by role, what would change the answer. - **North Star Metric** — use when: The team ships a lot and cannot say which number the strategy is meant to move. Output: Candidates tested against customer value, strategy and leading the business result, the exact definition, three to five inputs, a counter-metric per input. - **Strategy KPIs** — use when: Six months in, nobody can say whether the strategy is working. Output: Per bet, the goal, signal and metric, leading and lagging indicators, baseline with source, a guardrail, the review date and the threshold to change course. ### 6 · Roadmap - **Impact Map** — use when: The roadmap is a feature list and nobody can say whose behaviour each item changes. Output: The goal with its measure, the actors, behaviour changes marked seen or assumed, every roadmap item under an impact or on a cut-or-justify list. - **Product Roadmap (Now, Next, Later)** — use when: Every date becomes a promise and the board reads the roadmap as a commitment. Output: Items as problems linked to a strategy action, ordered by cost of delay over duration, placed by horizon with confidence, dated commitments flagged, "not on the roadmap", a one-screen executive cut. - **Quarterly OKRs** — use when: The quarter's goals are a task list and the plan is filled to the brim. Output: One to three objectives tied to strategy actions, outcome key results with baseline, target and source, a capacity split, a stop list, grading of key results only. ### 7 · Tell it - **Product Strategy Document** — use when: Nothing is written down to say no against. Output: The argument leadership reads and signs, two pages at most: diagnosis with evidence, guiding policy and what it rules out, three to five coherent actions, "we will not" lines, the bets. - **One-Page Strategy** — use when: Leaders signed the strategy and teams still cannot repeat it or use it to turn down a request. Output: The signed strategy cut to one page for the teams who act on it, with no new content: what it means per team, a say-no test on three real requests, a repeat-from-memory test. - **Product Strategy Deck** — use when: Leadership wants "the strategy on slides" and the meeting has to end in a yes, an amendment or a no. Output: A ghost deck with action titles, presented in a room to win an endorsement: what is against what could be, the obstacle, the approach, the endorsement asked, a source on every claim slide. - **Roadmap Review Deck** — use when: The roadmap shown in March is quoted back in September as broken promises. Output: The ask first, shipped against said from the last review, the horizons by theme with confidence, the costed no list, the one decision needed. - **Board Memo** — use when: The chief executive needs the product section by Friday and the last one was a dashboard dump. Output: The product section in one or two pages read ahead: questions for the board first, progress against plan, the few metrics that matter with source, horizons with confidence, risks. ### 8 · Review - **Strategy Decision Record** — use when: Three months on, nobody remembers why this option won and the decision is argued again. Output: Status, owner and date, the choice in the owner's words, options rejected, evidence and assumptions known at the time, dissent, review date and reopening triggers. - **Quarterly Strategy Review** — use when: Nobody can say whether the strategy is working, so direction changes with the loudest result. Output: Expected against happened, each bet read as holding, weakening or broken against its kill criterion, the cause, a keep, adjust or stop proposal per bet. - **Strategy Change Note** — use when: The strategy shifts and teams learn it from a reshuffled roadmap. Output: What changed and what did not, the evidence and the bet that broke, what stops and starts per team, the effect on the roadmap and on dated commitments. ## Workflows - **Diagnose first** (A leader asks for a strategy and nobody knows which decision is due.) Strategic Question Frame → Product Health Read → Issue Tree → Hypothesis Board - **Read market and customer** (The strategy's customer and market claims rest on what the team believes.) Competitive Analysis → Needs-Based Segmentation → Opportunity Solution Tree → Market Sizing (TAM, SAM, SOM) → Lean Canvas - **Make the choice** (The options on the table are one idea in three sizes.) Product Vision Board → Strategic Options → Decision Matrix → Strategic Bets → Not-Doing List - **Stress-test the choice** (The plan looks finished and nobody has argued with it yet.) Scenario Planning Model → Red Team Review → Pre-Mortem Analysis → Recommendation Memo - **Numbers to roadmap** (An option is chosen and it needs a money case, measures and a roadmap.) Business Case → North Star Metric → Strategy KPIs → Impact Map → Product Roadmap (Now, Next, Later) → Quarterly OKRs - **Tell the strategy** (Nothing is written down for leadership to sign or for teams to say no against.) Product Strategy Document → One-Page Strategy → Product Strategy Deck → Roadmap Review Deck → Board Memo - **Review each quarter** (Nobody can say whether the strategy is working.) Strategy Decision Record → Quarterly Strategy Review → Strategy Change Note → Product Roadmap (Now, Next, Later) ## The quality bar - One method per skill: one method or one artifact per skill, with a fixed output template, so the output has the same shape every time - Real customers are not optional: customer claims are tied to an interview or to data, or they are marked assumed, with the conversations still to have - No figure from memory: no market number, baseline, cost or forecast comes from memory. Every figure names its source or carries the word assumption, and estimates are ranges - Options are scored, people are not: options are scored and key results are graded. People, teams and sponsors never are - Written before the results: kill criteria, criteria weights and review dates are written before the results arrive - Adviser points are flagged: tax, accounting, contract, disclosure and board-duty points are flagged “check with a qualified adviser”, never stated as advice - The red line: Claude structures the thinking and drafts the documents; the strategy is a set of choices a named person makes and can defend, built on what real customers did, and every figure names its source or is marked as an assumption ## Questions people ask ### What is in the Claude Guide for Product Strategy pack? 32 Claude skills that follow one product strategy cycle in eight stages: diagnose, market and customer, choose, stress-test, numbers, roadmap, tell it and review. Each skill holds one method or one artifact, with a fixed output template. ### How do I install these Claude skills? In Claude Code, two lines install all 32 at once. In Claude.ai or Claude Desktop, download the zip, open Settings, Skills, Add, and upload the skills you want. Either way it takes about five minutes. ### Do I need Claude Code to use them? No. The skills work in Claude.ai, Claude Desktop and Claude Code. In the app you upload them yourself; in Claude Code one command installs the whole pack. ### Do the skills work with ChatGPT or other assistants? They are built as Claude Skills, and installing them is a Claude feature. Each one is a plain Markdown file, so you can read it and reuse the method elsewhere, but it will not load and trigger by itself outside Claude. ### Will Claude choose the strategy for me? No. Claude structures the thinking and drafts the documents. The strategy is a set of choices a named person makes and can defend, built on what real customers did, and every figure names its source or is marked as an assumption. ### Is the pack free? Yes. It is free to use inside your company and in client work, and not for resale. There is no signup: the download and the install command are on this page. ## About Written by Polar Bear (https://meet-polar-bear.com/). Published on Lantern (https://lantern.meet-polar-bear.com/), which turns your notes, documents and call transcripts into social post drafts you review and publish.