Claude Skills by julianoczkowski

Map the Pragmatic Institute Competitive Landscape — identify competitive AND alternative offerings, assess their strengths and weaknesses, and develop a strategy for winning (knowing when to fight and when to run). Use when a PM says "competitive analysis", "competitors", "battlecard", "how do we win against X", "alternatives", or "where do we play". Includes the Solution Matrix (customer impact vs. depth of investment). Produces a Competitive Landscape analysis and a Solution Matrix as a Mar...

Product-management copilot based on the Pragmatic Institute Framework (Foundations, Focus, Build). Use this as the entry point whenever a product manager wants to work through building a product or feature the market-driven way — e.g. "I want to build a feature", "help me plan this product", "where do I start", "I have an idea for X". It figures out where the PM is in the Pragmatic journey, guides them through the right stages (market research, personas, positioning, strategy, requirements, r...

Articulate your organization's Distinctive Competencies the Pragmatic Institute way — the unique abilities to deliver value that are valued, different, and provable. Use when a PM says "what makes us different", "our moat", "unique strengths", "why us", "competitive advantage", or "distinctive competence". Strategy = intersect market problems with what only you can do. Produces a Distinctive Competencies worksheet as a Markdown or Word .docx artifact.

Run a Pragmatic Institute Gap Analysis — a market-driven self-assessment of how well the team performs the 37 activities of the Pragmatic Framework, who owns each, and where the biggest gaps are. Use when the PM asks "where do we stand", "how are we doing on the framework", a product-org self-assessment, a maturity check, or where to focus. Produces a Gap Analysis table plus a top-3-gaps action plan as a Markdown or Word .docx artifact.

Build a Pragmatic go-to-market launch plan and readiness checklist. Use when the PM asks to plan a launch, GTM, go-to-market, launch readiness, launch checklist, release announcement, or "get sales and marketing ready". Coordinates the Programs and Enablement columns of the framework around a market window. Produces a Launch Plan as a Markdown or Word .docx artifact.

Run Pragmatic Institute market discovery and validate real market problems before anything gets built. Use when a PM says "I want to build a feature", "do market research", "talk to customers", "discovery", "validate this idea", "is this problem real", "NIHITO", or "who should I interview". Enforces the outside-in rule: build only for problems that are urgent, pervasive, and that the market will pay to solve. Produces a Market Discovery Document and a Market Problems Table as a Markdown or Wo...

Score and rank product opportunities objectively with the Pragmatic Institute Opportunity Scoring model — across distinctive competency fit, competitive landscape, investment level, and impact to buyers/users. Use when the PM asks which idea to pursue, "score these opportunities", prioritize projects/bets, or compare options objectively instead of by opinion. Produces an Opportunity Scorecard as a Markdown or Word .docx artifact.

Create Pragmatic Institute buyer and user personas — archetypes grounded in real market evidence, written so the team stays connected to real people. Use when the PM asks about personas, "who is the buyer", "who is the user", target audience, ICP, or wants to make a persona come alive. Distinguishes the buyer (makes/influences the purchase) from the user (uses it daily). Produces a Buyer Persona and a User Persona as a Markdown or Word .docx artifact.

Create a Pragmatic Institute Positioning Document — describe a product by the market problems it solves (not features), for one persona in one segment. Use when the PM asks for positioning, messaging, "how do we describe/pitch this", an internal positioning doc, or a positioning statement. Produces a Positioning Document plus a Problem-Oriented Capabilities (POC) worksheet as a Markdown or Word .docx artifact.

Assemble a full, market-driven Product Requirements Document (PRD) the Pragmatic way — problem-before-solution, evidence-based, persona-first. Use when the PM asks for a PRD, product spec, feature doc, "write the requirements doc", or "put it all together for the team". Pulls in existing personas, positioning, market problems, requirements and use scenarios if present, and gathers anything missing inline. Produces a Product Requirements Document as a Markdown or Word .docx artifact.

Build a Pragmatic Institute Product Canvas / business case to justify investing in an opportunity — the market-driven way. Use when the PM asks to "make the business case", "justify this to leadership", "size the market", "should we buy, build or partner", "what's the ROI", "build a product canvas", or "get buy-in for this idea". Frames the opportunity as Value Proposition, Value Creation and Value Capture, sizes the market, runs the Buy/Build/Partner decision, and ends in a go/no-go recommen...

Build a Pragmatic Institute Product Roadmap that communicates vision, direction and priorities over time — a plan, not a commitment. Use when the PM asks for a "roadmap", "product vision", "what's coming", "phases", "themes over time", or wants to align stakeholders on direction (as distinct from a dated release plan). Frames outcomes and market problems over time-frames, not features on dates. Produces a Product Roadmap as a Markdown or Word .docx artifact.

Build a Pragmatic Institute Strategy Matrix — a forced-choice 4×4 that decides who to win and what to build over a set time frame, and surfaces alignment between the product team and leadership. Use when the PM asks about product strategy, "where should we invest", "what should we build for whom", focus, prioritizing markets, or avoiding a spread-too-thin roadmap. Produces a Strategy Matrix as a Markdown or Word .docx artifact.

Turn a prioritized set of requirements into a committed Pragmatic release plan — themed, sized, and signed. Use when the PM asks to plan a release, define MVP scope, commit a date, build a release charter, or "what goes in this release". Covers MVP done right, themes, the estimation ladder, the market window, and the scope/schedule/resources change levers. Produces a Release Charter as a Markdown or Word .docx artifact.

Write market-driven, prioritized product requirements (a Market Requirements Document / MRD) the Pragmatic Institute way. Use when the PM asks for "requirements", "an MRD", "what should we build", "prioritize features", "market requirements", or wants development to stop saying "requirements aren't specific enough". Articulates each requirement as a persona's problem, prioritizes with Market Evidence × Impact, and groups them for delivery. Produces a Market Requirements Document as a Markdown...

Build a Pragmatic stakeholder communication plan and status updates that expose risk early and speak each audience's language. Use when the PM asks to manage stakeholders, plan comms, write an exec/status update, a project status report, a steering-committee update, or "keep everyone aligned". Covers the Identify→Analyze→Communicate steps, the Influence×Importance matrix, and the four metric categories. Produces a Stakeholder Communication Plan and a Status Update as a Markdown or Word .docx ...

Write Pragmatic Institute use scenarios — short stories that put a market problem in context from the persona's point of view (a component of requirements). Use when the PM asks for "use scenarios", "a day in the life", "user story context", "problem statements", or needs to reframe a feature request as a real problem so development understands the WHAT (not the HOW). Produces a Use Scenarios document as a Markdown or Word .docx artifact.

Run a Pragmatic Institute Win/Loss analysis — understand why recent evaluators did or did not buy and the steps they took in their buying process. Use when a PM says "why did we win/lose", "win-loss", "why do deals slip", "churn reasons", "why did they pick the competitor", or "interview a lost prospect". Enforces the rule that win/loss is run by an objective party not involved in the sale, and evaluates the buying PROCESS, not the salespeople. Produces a Win/Loss Interview Guide and a Win/Lo...