opencode-knowledge-work 0.0.0-stage → 0.1.0

package/content/product-management/commands/brainstorm.md

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+---
+description: Brainstorm a product idea, problem space, or strategic question with a sharp thinking partner
+argument-hint: "<topic, problem, or idea to explore>"
+---
+
+# /brainstorm
+
+> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../CONNECTORS.md).
+
+Brainstorm a product topic with a sharp, opinionated thinking partner. This is a conversation, not a deliverable — the goal is to push thinking further than the PM would get alone.
+
+## Usage
+
+```
+/brainstorm $ARGUMENTS
+```
+
+## How It Works
+
+```
+┌────────────────────────────────────────────────────────────────┐
+│                      BRAINSTORM                                │
+├────────────────────────────────────────────────────────────────┤
+│  STANDALONE (always works)                                     │
+│  ✓ Explore problem spaces and opportunity areas                │
+│  ✓ Generate and challenge product ideas                        │
+│  ✓ Stress-test assumptions and strategies                      │
+│  ✓ Apply PM frameworks (HMW, JTBD, First Principles, etc.)    │
+│  ✓ Capture key ideas, next steps, and open questions           │
+├────────────────────────────────────────────────────────────────┤
+│  SUPERCHARGED (when you connect your tools)                    │
+│  + Knowledge base: Pull prior research, specs, and decisions   │
+│  + Analytics: Ground ideas in actual usage data                │
+│  + Project tracker: Check what has been tried before           │
+│  + Chat: Review recent team discussions for context            │
+└────────────────────────────────────────────────────────────────┘
+```
+
+## Workflow
+
+### 1. Understand the Starting Point
+
+The PM might bring any of these — identify which one and adapt:
+
+- **A problem**: "Our users drop off during onboarding" — start in problem exploration mode
+- **A half-formed idea**: "What if we added a marketplace?" — start in assumption testing mode
+- **A broad question**: "How should we think about AI in our product?" — start in strategy exploration mode
+- **A constraint to work around**: "We need to grow without adding headcount" — start in solution ideation mode
+- **A vague instinct**: "Something feels off about our pricing" — start in problem exploration mode
+
+Ask one clarifying question to frame the session, then dive in. Do not front-load a list of questions. The conversation should feel like two PMs at a whiteboard, not an intake form.
+
+### 2. Pull Context (if available)
+
+If **~~knowledge base** is connected:
+- Search for prior research, specs, or decision documents related to the topic
+- Surface relevant user research findings or customer feedback
+- Find previous brainstorming notes or exploration documents
+
+If **~~product analytics** is connected:
+- Pull relevant usage data, adoption metrics, or behavioral patterns
+- Ground the brainstorm in real numbers rather than assumptions
+
+If **~~project tracker** is connected:
+- Check if similar ideas have been explored, attempted, or shelved before
+- Look for related tickets, epics, or strategic themes
+
+If **~~chat** is connected:
+- Search for recent team discussions on the topic
+- Surface relevant customer conversations or feedback threads
+
+If these tools are not connected, work entirely from what the PM provides. Do not ask them to connect tools.
+
+### 3. Run the Session
+
+See the **product-brainstorming** skill for detailed guidance on brainstorming modes, frameworks, and session structure.
+
+**Key behaviors:**
+- Be a sparring partner, not a scribe. React to ideas. Push back. Build on them. Suggest alternatives.
+- Match the PM's energy. If they are excited about a direction, explore it before challenging it.
+- Use frameworks when they help, not as a checklist. If "How Might We" unlocks new thinking, use it. If the conversation is already flowing, do not interrupt with a framework.
+- Push past the first idea. If the PM anchors on a solution early, acknowledge it, then ask for 3 more.
+- Name what you see. If the PM is solutioning before defining the problem, say so. If they are stuck in feature parity thinking, call it out.
+- Shift between divergent and convergent thinking. Open up when exploring. Narrow down when the PM has enough options on the table.
+- Keep the conversation moving. Do not let it stall on one idea. If a thread is exhausted, prompt a new angle.
+
+**Session rhythm:**
+1. **Frame** — What are we exploring? What do we already know? What would a good outcome look like?
+2. **Diverge** — Generate ideas. Follow tangents. No judgment yet.
+3. **Provoke** — Challenge assumptions. Bring in unexpected perspectives. Play devil's advocate.
+4. **Converge** — What are the strongest 2-3 ideas? What makes them interesting?
+5. **Capture** — Document what emerged and what to do next.
+
+### 4. Close the Session
+
+When the conversation reaches a natural stopping point, offer a concise summary:
+
+- **Key ideas** that emerged (2-5 ideas, each in 1-2 sentences)
+- **Strongest direction** and why you think so — take a position
+- **Riskiest assumption** for the strongest direction
+- **Suggested next step**: the single most useful thing to do next (research, prototype, talk to users, write a one-pager, run an experiment)
+- **Parked ideas**: interesting ideas that are worth revisiting but not right now
+
+Do not generate the summary unprompted mid-conversation. Only summarize when the PM signals they are ready to wrap up, or when the conversation has naturally run its course.
+
+### 5. Follow Up
+
+After the session, offer:
+- "Want me to turn the top idea into a one-pager?" → `/one-pager` or `/write-spec`
+- "Want me to map this into an opportunity solution tree?"
+- "Want me to draft a research plan to test the riskiest assumption?" → `/synthesize-research`
+- "Want me to check how competitors approach this?" → `/competitive-brief`
+
+## Tips
+
+1. **This is a conversation, not a report.** Do not generate a 20-item idea list and hand it over. Engage with each idea. React. Build. Challenge.
+2. **One good question beats five mediocre suggestions.** The right provocative question unlocks more than a list of options.
+3. **Take positions.** "I think approach B is stronger because..." is more useful than presenting all options neutrally.
+4. **Name the traps.** If you see the PM falling into feature parity thinking, solutioning before framing, or anchoring on constraints — say so directly.
+5. **Know when to stop.** A brainstorm that goes too long produces fatigue, not ideas. If the PM has 2-3 strong directions and a clear next step, the session is done.

package/content/product-management/skills/product-management-competitive-brief/SKILL.md

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+---
+name: competitive-brief
+description: Create a competitive analysis brief for one or more competitors or a feature area. Use when informing product strategy or feature prioritization, building sales battle cards, prepping board or investor materials, or deciding where to differentiate vs. achieve parity.
+argument-hint: "<competitor or feature area>"
+---
+
+# Competitive Brief
+
+> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../../CONNECTORS.md).
+
+Create a competitive analysis brief for one or more competitors or a feature area.
+
+## Usage
+
+```
+/competitive-brief $ARGUMENTS
+```
+
+## Workflow
+
+### 1. Scope the Analysis
+
+Ask the user:
+- **Competitor(s)**: Which specific competitor(s) to analyze? Or a feature area to compare across competitors?
+- **Focus**: Full product comparison, specific feature area, pricing/packaging, go-to-market, or positioning?
+- **Context**: What decision will this inform? (product strategy, sales enablement, investor/board materials, feature prioritization)
+
+### 2. Research
+
+**Via web search**:
+- Product pages and feature lists
+- Pricing pages and packaging
+- Recent product launches, blog posts, and changelogs
+- Press coverage and analyst reports
+- Customer reviews and ratings (G2, Capterra, TrustRadius)
+- Job postings (signal of strategic direction)
+- Social media and community discussions
+
+If **~~knowledge base** is connected:
+- Search for existing competitive analysis documents
+- Find win/loss reports or sales battle cards
+- Pull prior competitive research
+
+If **~~chat** is connected:
+- Search for competitive mentions in sales or product channels
+- Find recent deal feedback involving competitors
+
+### 3. Generate the Brief
+
+#### Competitor Overview
+For each competitor:
+- Company summary: founding, size, funding/revenue if public, target market
+- Product positioning: how they describe themselves, who they target
+- Recent momentum: launches, funding, partnerships, customer wins
+
+#### Feature Comparison
+Compare capabilities across key areas relevant to the analysis. See **Feature Comparison Matrices** below for rating scales and matrix templates.
+
+#### Positioning Analysis
+Analyze how each competitor positions themselves — target customer, category claim, key differentiator, and value proposition. See **Positioning Analysis Frameworks** below for the positioning statement template and message architecture levels.
+
+#### Strengths and Weaknesses
+For each competitor:
+- **Strengths**: Where they genuinely excel. What customers praise.
+- **Weaknesses**: Where they fall short. What customers complain about.
+- Be honest and evidence-based — do not dismiss competitors or inflate their weaknesses.
+
+#### Opportunities
+Based on the analysis:
+- Where are there gaps in competitor offerings we could exploit?
+- What are customers asking for that no one provides well?
+- Where are competitors making bets we disagree with?
+- What market shifts could advantage our approach?
+
+#### Threats
+- Where are competitors investing heavily?
+- What competitive moves could disrupt our position?
+- Where are we most vulnerable?
+- What would a "nightmare scenario" competitive move look like?
+
+#### Strategic Implications
+Tie the analysis back to product strategy:
+- What should we build, accelerate, or deprioritize based on this analysis?
+- Where should we differentiate vs. achieve parity?
+- How should we adjust positioning or messaging?
+- What should we monitor going forward?
+
+### 4. Follow Up
+
+After generating the brief:
+- Ask if the user wants to dive deeper on any section
+- Offer to create a one-page summary for executives
+- Offer to create sales battle cards for competitive deals
+- Offer to draft a "how to win against [competitor]" guide
+- Offer to set up a monitoring plan for competitive moves
+
+## Competitive Landscape Mapping
+
+### Identifying the Competitive Set
+Define competitors at multiple levels:
+
+**Direct competitors**: Products that solve the same problem for the same users in the same way.
+- These are the products your customers actively evaluate against you
+- They appear in your deals, in customer comparisons, in review site matchups
+
+**Indirect competitors**: Products that solve the same problem but differently.
+- Different approach to the same user need (e.g., spreadsheets vs dedicated project management tool)
+- Include "non-consumption" — sometimes the competitor is doing nothing or using a manual process
+
+**Adjacent competitors**: Products that do not compete today but could.
+- Companies with similar technology, customer base, or distribution that could expand into your space
+- Larger platforms that could add your functionality as a feature
+- Startups attacking a niche that could grow into your core market
+
+**Substitute solutions**: Entirely different ways users solve the underlying need.
+- Hiring a person instead of buying software
+- Using a general-purpose tool (Excel, email) instead of a specialized one
+- Outsourcing the process entirely
+
+### Landscape Map
+Position competitors on meaningful dimensions:
+
+**Common axes**:
+- Breadth vs depth (suite vs point solution)
+- SMB vs enterprise (market segment focus)
+- Self-serve vs sales-led (go-to-market approach)
+- Simple vs powerful (product complexity)
+- Horizontal vs vertical (general purpose vs industry-specific)
+
+Choose axes that reveal strategic positioning differences relevant to your market. The right axes make competitive dynamics visible.
+
+### Monitoring the Landscape
+Track competitive movements over time:
+- Product launches and feature releases (changelogs, blog posts, press releases)
+- Pricing and packaging changes
+- Funding rounds and acquisitions
+- Key hires and job postings (signal strategic direction)
+- Customer wins and losses (especially your wins/losses)
+- Analyst and review coverage
+- Partnership announcements
+
+## Feature Comparison Matrices
+
+### Building a Feature Comparison
+1. **Define capability areas**: Group features into functional categories that matter to buyers (not your internal architecture). Use the categories buyers use when evaluating.
+2. **List specific capabilities**: Under each area, list the specific features or capabilities to compare.
+3. **Rate each competitor**: Use a consistent rating scale.
+
+### Rating Scale Options
+
+**Simple (recommended for most cases)**:
+- Strong: Market-leading capability. Deep functionality, well-executed.
+- Adequate: Functional capability. Gets the job done but not differentiated.
+- Weak: Exists but limited. Significant gaps or poor execution.
+- Absent: Does not have this capability.
+
+**Detailed (for deep-dive comparisons)**:
+- 5: Best-in-class. Defines the standard others aspire to.
+- 4: Strong. Fully-featured and well-executed.
+- 3: Adequate. Meets basic needs without differentiation.
+- 2: Limited. Exists but with significant gaps.
+- 1: Minimal. Barely functional or in early beta.
+- 0: Absent. Not available.
+
+### Comparison Matrix Template
+```
+| Capability Area | Our Product | Competitor A | Competitor B |
+|----------------|-------------|-------------|-------------|
+| [Area 1]       |             |             |             |
+|   [Feature 1]  | Strong      | Adequate    | Absent      |
+|   [Feature 2]  | Adequate    | Strong      | Weak        |
+| [Area 2]       |             |             |             |
+|   [Feature 3]  | Strong      | Strong      | Adequate    |
+```
+
+### Tips for Feature Comparison
+- Rate based on real product experience, customer feedback, and reviews — not just marketing claims
+- Features exist on a spectrum. "Has feature X" is less useful than "How well does it do X?"
+- Weight the comparison by what matters to your target customers, not by total feature count
+- Update regularly — feature comparisons get stale fast
+- Be honest about where competitors are ahead. A comparison that always shows you winning is not credible.
+- Include the "why it matters" for each capability area. Not all features matter equally to buyers.
+
+## Positioning Analysis Frameworks
+
+### Positioning Statement Analysis
+For each competitor, extract their positioning:
+
+**Template**: For [target customer] who [need/problem], [Product] is a [category] that [key benefit]. Unlike [competitor/alternative], [Product] [key differentiator].
+
+**Sources for positioning**:
+- Homepage headline and subheadline
+- Product description on app stores or review sites
+- Sales pitch decks (sometimes leaked or shared by prospects)
+- Analyst briefing materials
+- Earnings call language (for public companies)
+
+### Message Architecture Analysis
+How does each competitor communicate value?
+
+**Level 1 — Category**: What category do they claim? (CRM, project management, collaboration platform)
+**Level 2 — Differentiator**: What makes them different within that category? (AI-powered, all-in-one, developer-first)
+**Level 3 — Value Proposition**: What outcome do they promise? (Close deals faster, ship products faster, never miss a deadline)
+**Level 4 — Proof Points**: What evidence do they provide? (Customer logos, metrics, awards, case studies)
+
+### Positioning Gaps and Opportunities
+Look for:
+- **Unclaimed positions**: Value propositions no competitor owns that matter to buyers
+- **Crowded positions**: Claims every competitor makes that have lost meaning
+- **Emerging positions**: New value propositions driven by market changes (AI, remote work, compliance)
+- **Vulnerable positions**: Claims competitors make that they cannot fully deliver on
+
+## Win/Loss Analysis Methodology
+
+### Conducting Win/Loss Analysis
+Win/loss analysis reveals why you actually win and lose deals. It is the most actionable competitive intelligence.
+
+**Data sources**:
+- CRM notes from sales team (available immediately, but biased)
+- Customer interviews shortly after decision (most valuable, least biased)
+- Churned customer surveys or exit interviews
+- Prospect surveys (for lost deals)
+
+### Win/Loss Interview Questions
+For wins:
+- What problem were you trying to solve?
+- What alternatives did you evaluate? (Reveals competitive set)
+- Why did you choose us over alternatives?
+- What almost made you choose someone else?
+- What would we need to lose for you to reconsider?
+
+For losses:
+- What problem were you trying to solve?
+- What did you end up choosing? Why?
+- Where did our product fall short?
+- What could we have done differently?
+- Would you reconsider us in the future? Under what conditions?
+
+### Analyzing Win/Loss Data
+- Track win/loss reasons over time. Are patterns changing?
+- Segment by deal type: enterprise vs SMB, new vs expansion, industry vertical
+- Identify the top 3-5 reasons for wins and losses
+- Distinguish between product reasons (features, quality) and non-product reasons (pricing, brand, relationship, timing)
+- Calculate competitive win rates by competitor: what % of deals involving each competitor do you win?
+
+### Common Win/Loss Patterns
+- **Feature gap**: Competitor has a specific capability you lack that is a dealbreaker
+- **Integration advantage**: Competitor integrates with tools the buyer already uses
+- **Pricing structure**: Not always cheaper — sometimes different pricing model (per-seat vs usage-based) fits better
+- **Incumbent advantage**: Buyer sticks with what they have because switching cost is too high
+- **Sales execution**: Better demo, faster response, more relevant case studies
+- **Brand/trust**: Buyer chooses the safer or more well-known option
+
+## Market Trend Identification
+
+### Sources for Trend Identification
+- **Industry analyst reports**: Gartner, Forrester, IDC for market sizing and trends
+- **Venture capital**: What are VCs funding? Investment themes signal where smart money sees opportunity.
+- **Conference themes**: What are industry events focusing on? What topics draw the biggest audiences?
+- **Technology shifts**: New platforms, APIs, or capabilities that enable new product categories
+- **Regulatory changes**: New regulations that create requirements or opportunities
+- **Customer behavior changes**: How are user expectations evolving? (e.g., mobile-first, AI-assisted, privacy-conscious)
+- **Talent movement**: Where are top people going? What skills are in demand?
+
+### Trend Analysis Framework
+For each trend identified:
+
+1. **What is changing?**: Describe the trend clearly and specifically
+2. **Why now?**: What is driving this change? (Technology, regulation, behavior, economics)
+3. **Who is affected?**: Which customer segments or market categories?
+4. **What is the timeline?**: Is this happening now, in 1-2 years, or 3-5 years?
+5. **What is the implication for us?**: How should this influence our product strategy?
+6. **What are competitors doing?**: How are competitors responding to this trend?
+
+### Separating Signal from Noise
+- **Signals**: Trends backed by behavioral data, growing investment, regulatory action, or customer demand
+- **Noise**: Trends backed only by media hype, conference buzz, or competitor announcements without customer traction
+- Test trends against your own customer data: are YOUR customers asking for this or experiencing this change?
+- Be wary of "trend of the year" hype cycles. Many trends that dominate industry conversation do not materially affect your customers for years.
+
+### Strategic Response Options
+For each significant trend:
+- **Lead**: Invest early and try to define the category or approach. High risk, high reward.
+- **Fast follow**: Wait for early signals of customer demand, then move quickly. Lower risk but harder to differentiate.
+- **Monitor**: Track the trend but do not invest yet. Set triggers for when to act.
+- **Ignore**: Explicitly decide this trend is not relevant to your strategy. Document why.
+
+The right response depends on: your competitive position, your customer base, your resources, and how fast the trend is moving.
+
+## Output Format
+
+Use tables for feature comparisons. Use clear headers for each section. Keep the strategic implications section concise and actionable — this is where the value is for the reader.
+
+## Tips
+
+- Be honest about competitor strengths. Dismissing competitors makes the analysis useless.
+- Focus on what matters to customers, not what matters to product teams. Customers do not care about architecture elegance.
+- Pricing is hard to compare fairly. Note the caveats (different packaging, usage-based vs seat-based, enterprise custom pricing).
+- Job postings are underrated competitive intelligence. A competitor hiring ML engineers signals a strategic direction.
+- Customer reviews are gold. They reveal what real users love and hate, unfiltered by marketing.
+- The most valuable part of competitive analysis is the "so what" — the strategic implications. Do not skip this.
+- Competitive analysis has a shelf life. Note the date and flag areas that change quickly.