INSPIRED: How to Create Tech Products Customers Love
Marty Cagan
12 skills extracted
Browse on ClawhHub
Browse on ClawhHubProduct decisions driven by stakeholder opinions, feature roadmaps, and waterfall-style requirements gathering — leading to wasted engineering effort on features nobody wants
Structured product discovery with risk-aware technique selection, producing validated product backlogs, opportunity assessments, OKR frameworks, and team structure recommendations that an agent can help construct and evaluate
Quality
Problems These Skills Solve
Selecting the right discovery technique for a given product risk (value vs usability vs feasibility vs business viability)
Assessing whether a product team is structured for empowerment or operating as a feature team
Framing product opportunities with structured assessments instead of ad-hoc business cases
Transitioning from feature roadmaps to objective-based product strategy with OKRs
Working Environment
product-vision.mdproduct-strategy.mdokrs.mdopportunity-assessment.mddiscovery-plan.mdstakeholder-map.mdteam-assessment.mduser-research-findings.mdSkills operate on product strategy documents, discovery artifacts, team assessments, OKR definitions, stakeholder maps, and user research findings. The agent helps product managers structure their thinking, assess product risks, plan discovery activities, and produce actionable product documents.
You provide
·their product context (what product, stage, market), team structure description, current challenges, stakeholder concerns, user research data
Install
Minimal
Assessment skills only — diagnose team health, culture, process dysfunction, PM competency, and vision/strategy
Core
Foundation hub + all assessment skills + OKR implementation
Full
All 12 skills including the complete discovery technique toolkit
Extracted Skills
Business Viability Stakeholder Testing
Test whether a product solution is viable for the business before building. Use when business viability risk is Medium or High, when multiple internal functions (legal, sales, finance, marketing) may have constraints on a proposed solution, when someone asks 'will this work for our business?', 'do we have stakeholder buy-in?', or 'does legal/finance/sales need to review this?' Also use when a proposed solution would change pricing, go-to-market motion, or support model, or when you need documented cross-functional sign-off before committing engineering resources. Identifies all stakeholders who can veto launch across 8 domains, conducts 1:1 preview sessions with high-fidelity prototypes, and resolves disagreements with evidence rather than opinions. Produces a structured viability sign-off document. Not for customer value testing — use value-testing-technique-selection. Not for product-market fit — use customer-discovery-program.
Customer Discovery Program
Design a customer discovery program to achieve product-market fit for a significant new product or market expansion. Use when launching a new product, entering a new market segment, redesigning a product for a different customer segment, or when someone asks 'how do we find product-market fit?', 'how do we get reference customers?', or 'are we stuck in a sales-driven fragmentation spiral?' Also use when the team is unsure if they have achieved product-market fit, when scaling sales feels premature, or when checking whether the Sean Ellis test applies. Produces a complete program plan: single target market definition, recruitment criteria for 6 reference customers, co-development relationship structure, and product-market fit definition by product type (B2B, platform/API, consumer, internal). Not for small features or minor improvements — use value-testing-technique-selection for those.
Discovery Framing Technique Selection
Select and execute the right discovery framing technique before building. Use when value risk is High and the underlying problem is not yet clearly defined, when a team is about to start discovery without a shared problem statement, when someone asks 'how should we frame this discovery effort?', or when starting any non-trivial feature, redesign, or new product effort. Also use for: writing an opportunity assessment, writing a customer letter (press release alternative), completing a startup canvas for a new business, or constructing a story map to scope discovery. Determines effort size (typical/large/new-product), selects the matching technique, and produces the framing document. Best triggered after product-discovery-risk-assessment. For specific testing techniques, use value-testing-technique-selection. For prototype selection, use discovery-prototype-selection.
Discovery Prototype Selection
Select the right prototype type and fidelity level for any discovery risk. Use when deciding what kind of prototype to build, when choosing between a feasibility spike, user prototype, live-data prototype, or Wizard of Oz prototype, or when someone asks 'what prototype should we build?' Also use when prototyping for usability testing, when validating a technical approach before building, when building a simulation for stakeholder alignment, or when an AI/ML feature needs pre-model validation. Maps the active risk (feasibility/usability/value/viability) to one of four prototype types and determines fidelity. Includes anti-pattern warnings for ambush estimation and prototype-as-value-proof confusion. Best triggered after product-discovery-risk-assessment. For executing usability or value tests after the prototype, use value-testing-technique-selection.
Product Culture Assessment
Assess the product culture of a company or team across innovation capacity and execution strength. Use when a leader, founder, or product manager wants to understand where the organization sits on the innovation-execution spectrum and which cultural gaps to address. Also use when someone asks 'do we have a strong innovation culture?', 'why does our team ship fast but feel uncreative?', 'how do we build a culture like Amazon or Netflix?', 'are we a feature factory?', or 'I need to assess our product culture before proposing changes.' Scores 14 culture attributes (7 innovation + 7 execution), places the organization in one of four quadrants (Dreamers, Factories, Elite, Stalled), and produces a prioritized 90-day improvement roadmap. For diagnosing specific team-level dysfunctions (velocity, design integration, behaviors), use product-team-health-diagnostic instead. For waterfall process issues, use product-process-dysfunction-diagnosis instead.
Product Discovery Risk Assessment
Assess product risks and decide whether to build. Use when starting product discovery, evaluating a new feature or product idea, deciding which risks to validate first, choosing between prototyping and testing approaches, or when someone asks 'should we build this?' Maps any idea to the 4-risk taxonomy (value risk, usability risk, feasibility risk, business viability risk) plus ethics risk, sequences discovery by priority, and selects the right technique category for each risk. Also use when a team is unsure what to validate next, when structuring a discovery sprint, or when planning pre-build validation activities. Hub skill for all downstream discovery technique selection — for specific techniques, use discovery-framing-technique-selection, discovery-prototype-selection, value-testing-technique-selection, customer-discovery-program, or business-viability-stakeholder-testing instead.
Product Manager Competency Assessment
Evaluate product manager competency for hiring, coaching, or self-assessment. Use when interviewing a VP of Product or head of product candidate, assessing an existing product leader, evaluating an individual contributor PM, conducting a PM self-assessment to find development gaps, or debriefing an interview panel. Also use when someone asks 'is this PM candidate strong?', 'am I a good product manager?', 'what does a strong VP of Product look like?', or 'how do I evaluate PM interview performance?' Covers VP assessment (team development, vision and strategy, execution, culture) and IC PM assessment (customer, data, business, market knowledge plus smart/creative/persistent traits). Diagnoses which of 3 PM working modes the person operates in: backlog administrator, roadmap administrator, or empowered PM. Not for team or organizational assessment — use product-team-health-diagnostic or product-culture-assessment for those.
Product Okr Implementation
Design and implement an OKR (Objectives and Key Results) system for product teams. Use when transitioning away from feature roadmaps to outcome-based planning, setting up OKRs for a product organization, replacing quarterly roadmaps with business objectives, aligning multiple teams to shared goals, or when someone asks 'how do we set up OKRs?' Also use when diagnosing OKR cascade failures, structuring high-integrity commitments to stakeholders, establishing OKR scoring standards, running quarterly OKR planning cycles, or scaling OKRs to 25+ teams. Covers the 12 OKR rules, scoring rubric, functional cascade anti-patterns, and a 6–12 month roadmap-to-outcomes transition plan. Not for diagnosing team health or culture — use product-team-health-diagnostic or product-culture-assessment instead.
Product Process Dysfunction Diagnosis
Diagnose why product efforts fail despite using Scrum, Agile, or roadmaps. Use when a team ships on time but customers don't adopt features, when leadership asks why there's no innovation despite an Agile process, when a new product leader needs to identify root causes quickly, or when someone asks 'are we doing waterfall disguised as Agile?' Also use when someone says 'we follow the process but nothing lands', 'sales keeps driving our roadmap', 'design is always scrambling to catch up', 'our engineers just build what they're told', or 'customers never adopt what we build.' Scores 10 root causes of product failure across startup, growth, and enterprise stages and produces a prioritized dysfunction report. For culture-wide assessment (innovation vs. execution), use product-culture-assessment. For team-level behaviors and velocity, use product-team-health-diagnostic.
Product Team Health Diagnostic
Diagnose why a product team or organization is slow, not innovative, or delivering poor outcomes. Use when a leader or team observes slow velocity, lack of innovation, poor product quality, feature factory behavior, or team dysfunction — and needs root causes and a prioritized fix list. Also use when a new product leader is assessing an organization, when a CEO or board says teams are too slow, or when someone says 'why are we not shipping faster?', 'engineering and design aren't collaborating', 'we ship but nothing moves the needle', or 'I need to assess team health before proposing changes.' Scores 42 diagnostic criteria across team behaviors, innovation capacity, velocity killers, and design integration. Produces a severity-ranked report with a composite health score and remediation priorities. For culture-level issues (innovation vs. execution quadrant), use product-culture-assessment. For process-level waterfall diagnosis, use product-process-dysfunction-diagnosis.
Product Vision Strategy Assessment
Assess or create a product vision and product strategy. Use when someone asks 'is our product vision strong enough?', 'does our strategy make sense?', 'we keep pivoting — is that a vision problem or a strategy problem?', or 'how do I write a compelling product vision?' Also use when diagnosing why teams lack direction or feel like mercenaries, stress-testing a strategy for focus and market sequencing, checking whether product principles are resolving design debates, or auditing an existing vision statement for ambition and inspiration gaps. Scores vision against 10 principles and strategy against 5 principles, identifies top gaps with specific rewrite guidance, and evaluates whether product principles exist and are functioning as guardrails. Works on vision documents, strategy decks, product plans, or verbal descriptions. Not for OKR setting — use product-okr-implementation. Not for team health or process issues — use product-team-health-diagnostic or product-process-dysfunction-diagnosis.
Value Testing Technique Selection
Select and execute the right value testing technique for product discovery. Use when you have a prototype and need to know if customers will actually choose or buy the product, when deciding between a fake door test, usability test, A/B test, or invite-only program, when someone asks 'how do we test if users want this?' or 'should we run an A/B test?', or when setting up analytics instrumentation before launch. Also use when validating demand before building anything, when choosing between qualitative vs. quantitative value testing, or when the team is unsure whether 'people said they liked it' is enough evidence. Covers the 3-level value testing hierarchy (demand / qualitative / quantitative), the usability-then-value session protocol, and the analytics instrumentation checklist. For prototype selection, use discovery-prototype-selection. For finding product-market fit with reference customers, use customer-discovery-program. For stakeholder viability sign-off, use business-viability-stakeholder-testing.