product-vision

Imported from borghei/claude-skills (project-management/execution/product-vision/SKILL.md). Install upstream with npx skills add borghei/claude-skills --skill product-vision. Copyright stays with the author (MIT + Commons Clause).

Product Vision Expert

Overview

The Product Vision is the narrative that sits above the north-star metric -- the answer to "where are we going and why" that aligns engineers, designers, marketers, executives, and customers around a single point on the horizon. Without a vision, teams optimize local metrics; with a vision, teams optimize toward a shared destination.

A vision is not a mission, not a strategy, not a roadmap. A mission says why the company exists. A strategy says how it will win. A roadmap says what ships next quarter. A vision says where the product will be in 5-10 years -- specific enough to inspire engineering decisions today, ambitious enough to outlast any current technology or market condition. This skill produces the vision document across four canonical formats -- Roman Pichler's Product Vision Board (one-page diagnostic), Geoffrey Moore's elevator pitch (single-sentence positioning from Crossing the Chasm), Andy Raskin's strategic narrative (5-act story arc), and Marty Cagan's 10-year horizon -- plus an Amazon Working Backwards press release and a review checklist for testing whether a vision actually works.

Core Capabilities

• Pichler Vision Board -- one-page, five-block canvas (vision, audience, needs, product, business goals)
• Moore elevator pitch -- single-sentence positioning statement that forces specificity
• Raskin strategic narrative -- 5-act story arc for pitches, board, all-hands, fundraising
• Cagan 10-year horizon -- long-form vision for multi-year architecture and senior hiring
• Vision Review Checklist -- score inspiring / concrete / durable / differentiated / memorable

When to Use

• New product launch. Articulate the destination before committing engineering quarters.
• Major pivot. Direction has shifted and the old vision no longer fits. Reset.
• Strategy reset. Annual or pre-funding-round refresh of the long-term direction.
• Stakeholder misalignment. Engineering, design, and exec are pulling in different directions; re-articulating the vision surfaces the disagreement.
• Hiring at scale. You need a vision compelling enough that prospective hires can decide whether to join. Vague visions repel strong talent.

Clarify First

Before generating the vision, settle the inputs below. When one is missing or vague and would change the result, ask about it; when it wouldn't, use a sensible default and say which one you used.

• Target customer + their core need: who and what pain (drives the Pichler Board audience/needs blocks and Moore's "for [customer]").
• Format: Pichler Board / Moore elevator pitch / Raskin narrative / Cagan 10-year (sets the entire structure of the artifact).
• Time horizon: 5 vs 10 years out (calibrates ambition; Cagan 10-year demands a different altitude than a near-term board).
• Why now — the change: the shift that makes this inevitable (drives the Raskin narrative's opening act and the vision's differentiation).

Ask about the two or three inputs that matter most for this request, not the whole list. If the user wants a result straight away, produce it and state your assumptions at the top.

Quick Start

1. Gather inputs: customer interviews, JTBD hierarchy, value proposition canvas, competitive landscape.
2. Pick a starting format -- new product: Pichler Board; reset: Raskin narrative; multi-year: Cagan 10-year.
3. Draft, then translate into a second format -- a vision that survives translation is sharp.
4. Run the Vision Review Checklist; rewrite anything scoring under 3 of 5.
5. Test with 3 internal audiences and 2 customers; publish as the first link in onboarding and the cover of strategy decks; revisit annually.

Anti-Patterns

A mission statement labelled as vision

Mistake: "Our vision: empower modern teams to do their best work." Present tense, abstract, no end date. Why it happens: Mission statements are familiar and safe, and nobody can disagree with them. Instead: Describe a dated future state with a measurable end point and name who benefits, for example "by 2031 the median customer saves 6 hours of meetings per engineer per week". No date and no end state means you wrote a mission.

A vision that rules nothing out

Mistake: The vision covers every segment, use case and company size. Why it happens: Excluding a segment feels like giving up revenue or upsetting a stakeholder. Instead: State who you will serve and who you won't, with the reason. Then ask what the team would say no to because of this vision. If the answer is nothing, rewrite until it forces a trade-off.

Features in the vision

Mistake: The vision names the AI agent, the board view and the voice notes the product will ship. Why it happens: Features are concrete, and concrete feels inspiring. Instead: Describe the outcome that stays constant and leave the means open. Search the draft for product nouns such as dashboard, agent, board or dropdown, and abstract each one up to what it achieves for the customer.

Seven more, each with a bad and a good example: references/red-flags.md.

References

Load the reference that matches the task -- keep this file lean and pull detail on demand:

• references/vision-playbook.md -- the operational playbook: the layer comparison (mission/vision/strategy/roadmap), all four framework templates in detail, the Amazon Working Backwards note, the full Vision Review Checklist, the end-to-end Reconcile worked example, the drafting workflow, troubleshooting, and success criteria. Read this when drafting or reviewing a vision.
• references/vision-frameworks-guide.md -- the framework theory (Pichler, Moore, Raskin, Cagan, Amazon) with block-by-block guidance and "choosing a framework" advice. Read this when you need the reasoning behind each format.
• references/red-flags.md -- 10 vision anti-patterns (vision = mission, 12-month vision, vision without a customer, vision as roadmap) with symptoms and fixes. Read this when stress-testing a draft.

Templates live in assets/: vision_board_template.md, narrative_vision_template.md, elevator_pitch_template.md, vision_review_checklist.md.

Scope & Limitations

In scope: vision drafting across 4 frameworks (Pichler, Moore, Raskin, Cagan); the Vision Review Checklist; worked examples and templates; translation between formats; integration with downstream artifacts (NSM, OKRs, roadmap, PRDs).

Out of scope: mission statement writing; strategy document construction (c-level-advisor/); brand positioning and messaging (marketing/); Working Backwards PR/FAQ (execution/prfaq/); NSM definition (execution/north-star-metric/); OKR drafting (execution/brainstorm-okrs/).

Caveats: a vision is not a marketing document (marketing language belongs in messaging); a vision that is never used is worse than no vision; the 10-year horizon is uncomfortable for execution-minded teams -- the discomfort is the point; a vision can be wrong -- commit, build, and update on evidence.

Integration Points