Product-Manager-Skills

Identify which organic growth path to pursue — new segments, geographies, channels, or products. Use when diagnosing where a growth constraint lives and which McKinsey growth level to act on next.

Analyze political, economic, social, technological, environmental, and legal forces. Use when external market shifts could materially affect a product, roadmap, or strategy.

Quarterly re-scan of a prior PESTEL analysis. Use when checking which macro factors moved, which assumptions broke, and what's new — turning PESTEL from a workshop artifact into a radar.

Design a new PM skill through guided conversation. Use when you have raw content or an idea and want to shape it into a compliant skill.

Define a Proof of Life probe to test a risky hypothesis cheaply. Use when you need harsh truth before building real product.

Select the right Proof of Life (PoL) probe based on hypothesis, risk, and resources. Use this to match the validation method to the real learning goal, not tooling comfort.

Read an industry's structure through Porter's Five Forces with documented signals per rating, ending at the profit pool. Use when weighing market entry or when margins erode and nobody can say why.

Create a Geoffrey Moore-style positioning statement. Use when clarifying who you serve, what problem you solve, your category, and why you're different from alternatives.

Run a positioning workshop that surfaces target customer, unmet need, category, benefits, and differentiation. Use when your product messaging feels fuzzy, generic, or misaligned.

Build a structured PRD that connects problem, users, solution, and success criteria. Use when turning discovery notes into an engineering-ready document for a major initiative.

Write an Amazon-style press release that defines customer value before building. Use when aligning stakeholders on a new product, feature, or strategic bet.

Track competitor pricing and packaging as a diffable time series. Use when monitoring tiers, gates, limits, and price moves on a monthly or quarterly cadence.

Choose a prioritization framework based on stage, team context, and stakeholder needs. Use when deciding between RICE, ICE, value/effort, or another scoring approach.

Guide teams through MITRE's Problem Framing Canvas. Use when you need a clearer problem statement before jumping to solutions.

Write a user-centered problem statement with who is blocked, what they are trying to do, why it matters, and how it feels. Use when framing discovery, prioritization, or a PRD.

Map a product's lifecycle stage and choose between extension, replacement, and retirement plays. Use when a product is maturing or declining and the next move isn't obvious.

Structure a spoken PM product-sense answer with assumptions, segmentation, pain-point prioritization, and MVP tradeoffs. Use when practicing design, improve, or build-next interview questions.

Run an end-to-end product strategy session across positioning, discovery, and roadmap planning. Use when a team needs validated direction before committing to execution.

Create a proto-persona from current research, market signals, and team knowledge. Use when you need a working customer profile before deeper validation.

Evaluate an AI product idea across outcomes, hypotheses, risks, and positioning. Use when deciding whether an AI solution deserves investment or recommendation.