defining-product-vision
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ChineseDefining Product Vision
定义产品愿景
Scope
适用范围
Covers
- Defining or refreshing a product vision (5–10 year future state)
- Writing a vision statement + short vision narrative (concrete, not a tagline)
- Translating vision into pillars and strategic choices (what we will/won’t do)
- Packaging a “Product Vision Pack” leaders and teams can use as a decision tie-breaker
When to use
- “We need a real product vision (not a slogan).”
- “Leadership isn’t aligned on where the product is going.”
- “Write a vision statement + one-pager for the next 5–10 years.”
- “Bridge our mission to strategy and planning.”
- “We have a big technology vision—what’s the user-friendly product form factor?”
When NOT to use
- You only need a marketing tagline or positioning copy (do marketing/copywriting instead).
- You need a detailed product strategy doc, roadmap, or OKRs after vision is already aligned (use those downstream skills).
- You don’t have even a rough target customer/problem hypothesis (do discovery/research first).
- You’re choosing metrics/measurement before agreeing on the future state (do vision first, then North Star metrics).
涵盖内容
- 定义或更新产品愿景（面向5-10年的未来状态）
- 撰写愿景声明+简短愿景叙事（内容具体，非口号式）
- 将愿景转化为愿景支柱和战略选择（明确我们要做/不做的事）
- 打包生成「产品愿景包」，供管理者和团队用作决策的判断依据
适用场景
- “我们需要真正的产品愿景（而非口号）。”
- “管理层对产品的发展方向未达成共识。”
- “撰写面向未来5-10年的愿景声明+单页文档。”
- “将我们的使命连接到战略与规划中。”
- “我们有宏大的技术愿景——对应的用户友好型产品形态是什么？”
不适用场景
- 你只需要营销口号或定位文案（请使用营销/文案相关技能）。
- 你需要详细的产品战略文档、路线图或OKRs（且愿景已达成共识，使用下游相关技能即可）。
- 你甚至没有初步的目标客户/问题假设（请先进行发现/调研工作）。
- 你在未就未来状态达成共识前就选择衡量指标（请先制定愿景，再确定北极星指标）。
Inputs
输入要求
Minimum required
- Product (what it is today) + target customer segment(s)
- The potent user problem / job-to-be-done the vision is grounded in
- Time horizon (default: 5–10 years)
- Mission / higher-level purpose (or executive intent)
- Constraints (what must remain true: trust, safety, margin, compliance, etc.)
- Stakeholders who must align (roles/names)
Missing-info strategy
- Ask up to 5 questions from references/INTAKE.md.
- If answers aren’t available, proceed with clearly labeled assumptions and provide 2–3 vision options.
最低必要输入
- 产品现状+目标客户群体
- 愿景所围绕的核心用户痛点/待完成任务（job-to-be-done）
- 时间范围（默认：5-10年）
- 使命/更高层面的目标（或管理层意图）
- 约束条件（必须坚守的原则：信任、安全、利润、合规等）
- 必须对齐的利益相关者（角色/姓名）
缺失信息处理策略
- 从[references/INTAKE.md]中最多提出5个问题。
- 如果无法获取答案，基于明确标记的假设继续推进，并提供2-3个愿景选项。
Outputs (deliverables)
输出成果（交付物）
Produce a Product Vision Pack in Markdown (in-chat; or as files if requested):
- Context snapshot (bullets)
- Problem anchor (target customer + potent user problem)
- Vision statement (1 sentence)
- Vision narrative (concrete 5–10 year future state; tech-agnostic; aspirational but attainable)
- Vision pillars (3–5) + optional experience principles
- Strategy bridge (3–5 explicit choices + non-goals + “near-term wedge/form factor”)
- Rollout & alignment plan (workshop + comms + cadence)
- Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
生成Markdown格式的产品愿景包（可在对话中直接提供；或按需生成文件）：
- 背景快照（项目符号列表）
- 问题锚点（目标客户+核心用户痛点）
- 愿景声明（1句话）
- 愿景叙事（具体的5-10年未来状态；技术无关；有抱负但可实现）
- 愿景支柱（3-5个）+ 可选的体验原则
- 战略衔接（3-5个明确的选择+非目标+“短期切入点/产品形态”）
- 推广与对齐计划（研讨会+沟通+节奏）
- 风险/待解决问题/下一步行动（必须包含）
模板参考：[references/TEMPLATES.md]
Workflow (8 steps)
工作流程（8个步骤）
1) Intake + constraints
1) 信息收集+约束确认
- Inputs: User context; use references/INTAKE.md.
- Actions: Confirm product, target customer, horizon, mission, constraints, stakeholders, and why-now.
- Outputs: 8–12 bullet Context snapshot.
- Checks: You can restate “who we serve + what problem we solve” in 1–2 sentences.
- 输入：用户提供的上下文；使用[references/INTAKE.md]。
- 行动：确认产品、目标客户、时间范围、使命、约束条件、利益相关者，以及当前制定愿景的必要性。
- 输出：8-12个项目符号的背景快照。
- 检查标准：你可以用1-2句话重述“我们服务谁+我们解决什么问题”。
2) Define the problem anchor (potent user problem)
2) 定义问题锚点（核心用户痛点）
- Inputs: Context snapshot.
- Actions: Write the target customer + problem as a crisp, user-centered statement; identify what “success” means for them.
- Outputs: Problem anchor section (template in references/TEMPLATES.md).
- Checks: Problem is specific, important, and not framed as “our feature idea”.
- 输入：背景快照。
- 行动：撰写以用户为中心的清晰语句，描述目标客户+痛点；明确用户眼中的“成功”是什么。
- 输出：问题锚点章节（模板参考[references/TEMPLATES.md]）。
- 检查标准：痛点具体、重要，且未被包装成“我们的功能想法”。
3) Draft 2–3 future states (vision options)
3) 草拟2-3个未来状态（愿景选项）
- Inputs: Problem anchor + horizon.
- Actions: Generate 2–3 distinct future-state options that are:
- Lofty and realistic
- Tech-agnostic (not limited by today’s implementation)
- Grounded in the user problem
- Outputs: 2–3 Vision options (short narratives).
- Checks: Each option passes the 4-point vision test in references/CHECKLISTS.md.
- 输入：问题锚点+时间范围。
- 行动：生成2-3个不同的未来状态选项，需满足：
- 高远且现实
- 技术无关（不受当前实现方案限制）
- 围绕用户痛点展开
- 输出：2-3个愿景选项（简短叙事）。
- 检查标准：每个选项都通过[references/CHECKLISTS.md]中的4项愿景测试。
4) Write the vision statement + narrative (not a tagline)
4) 撰写愿景声明+叙事（非口号）
- Inputs: Chosen vision option.
- Actions: Draft a 1-sentence vision statement and a short narrative (5–10 year future). Run the “what does that mean?” elaboration test.
- Outputs: Vision statement + Vision narrative.
- Checks: A stakeholder can ask “what does that mean?” and you can answer concretely (future customers, value difference, what’s changed).
- 输入：选定的愿景选项。
- 行动：草拟1句话的愿景声明和简短叙事（面向5-10年未来）。进行“这意味着什么？”的细化测试。
- 输出：愿景声明+愿景叙事。
- 检查标准：利益相关者问“这意味着什么？”时，你可以具体回答（未来客户、价值差异、变化点）。
5) Define pillars + principles (make it decision-useful)
5) 定义愿景支柱+原则（使其具备决策价值）
- Inputs: Vision narrative.
- Actions: Create 3–5 pillars that imply product choices; add experience principles that help users act on the core value.
- Outputs: Vision pillars (+ optional experience principles).
- Checks: Each pillar can be translated into “we will invest in X / say no to Y”.
- 输入：愿景叙事。
- 行动：创建3-5个隐含产品选择的愿景支柱；添加有助于用户践行核心价值的体验原则。
- 输出：愿景支柱（+可选体验原则）。
- 检查标准：每个支柱都能转化为“我们将投入X/拒绝Y”的决策。
6) Build the strategy bridge (choices + non-goals + wedge)
6) 搭建战略衔接（选择+非目标+切入点）
- Inputs: Vision pillars + constraints.
- Actions: Translate the vision into 3–5 strategic choices and explicit non-goals. Propose a near-term wedge/form factor that delivers immediate utility while progressing the long-term vision.
- Outputs: Strategy bridge section.
- Checks: Strategy forces choice (scarce resources); includes at least 3 non-goals; names a plausible wedge.
- 输入：愿景支柱+约束条件。
- 行动：将愿景转化为3-5个战略选择和明确的非目标。提出一个短期切入点/产品形态，既能提供即时价值，又能推进长期愿景。
- 输出：战略衔接章节。
- 检查标准：战略迫使做出选择（资源有限）；至少包含3个非目标；提出合理的切入点。
7) Align stakeholders + iterate
7) 利益相关者对齐+迭代
- Inputs: Draft pack.
- Actions: Create a lightweight review plan (who, how, cadence). Anticipate objections and add an FAQ if needed.
- Outputs: Rollout & alignment plan.
- Checks: Key stakeholders can paraphrase the vision and disagree on specifics (not on meanings).
- 输入：草案包。
- 行动：创建轻量化的评审计划（评审人、方式、节奏）。预判异议，必要时添加FAQ。
- 输出：推广与对齐计划。
- 检查标准：核心利益相关者能复述愿景，且仅在细节上存在分歧（而非对愿景含义有分歧）。
8) Quality gate + finalize pack
8) 质量校验+最终定稿
- Inputs: All drafts.
- Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add Risks / Open questions / Next steps.
- Outputs: Final Product Vision Pack.
- Checks: Pack is shareable as-is; choices, non-goals, and caveats are explicit.
- 输入：所有草案。
- 行动：使用[references/CHECKLISTS.md]检查，并通过[references/RUBRIC.md]评分。添加风险/待解决问题/下一步行动。
- 输出：最终产品愿景包。
- 检查标准：愿景包可直接共享；选择、非目标和注意事项均明确说明。
Quality gate (required)
质量校验（必填）
- Use references/CHECKLISTS.md and references/RUBRIC.md.
- Always include: Risks, Open questions, Next steps.
- 使用[references/CHECKLISTS.md]和[references/RUBRIC.md]。
- 必须包含：风险、待解决问题、下一步行动。
Examples
示例
Example 1 (B2B SaaS): “Define a product vision for a workflow automation platform for IT teams.”
Expected: a Product Vision Pack with a concrete future state, pillars, and a strategy bridge (choices + non-goals + wedge).
Expected: a Product Vision Pack with a concrete future state, pillars, and a strategy bridge (choices + non-goals + wedge).
Example 2 (Consumer): “Refresh product vision for a personal finance app expanding into a full ‘financial operating system’.”
Expected: a vision that is lofty but attainable, tech-agnostic, grounded in a potent user problem, and packaged in a familiar form factor.
Expected: a vision that is lofty but attainable, tech-agnostic, grounded in a potent user problem, and packaged in a familiar form factor.
Boundary example: “Write a tagline for our website.”
Response: clarify this skill produces product vision artifacts (not marketing copy). Offer to first produce a vision pack, then hand off a distilled tagline/positioning to a marketing/copy skill.
Response: clarify this skill produces product vision artifacts (not marketing copy). Offer to first produce a vision pack, then hand off a distilled tagline/positioning to a marketing/copy skill.
示例1（B2B SaaS）： “为面向IT团队的工作流自动化平台定义产品愿景。”
预期输出：包含具体未来状态、愿景支柱和战略衔接（选择+非目标+切入点）的产品愿景包。
预期输出：包含具体未来状态、愿景支柱和战略衔接（选择+非目标+切入点）的产品愿景包。
示例2（消费级产品）： “为一款正扩展为完整‘财务操作系统’的个人理财应用更新产品愿景。”
预期输出：高远但可实现、技术无关、围绕核心用户痛点的愿景，且包装为用户熟悉的产品形态。
预期输出：高远但可实现、技术无关、围绕核心用户痛点的愿景，且包装为用户熟悉的产品形态。
边界示例： “为我们的网站撰写一句口号。”
回应：明确说明本技能产出的是产品愿景相关成果（而非营销文案）。可先生成愿景包，再将提炼后的口号/定位交付给营销/文案技能处理。
回应：明确说明本技能产出的是产品愿景相关成果（而非营销文案）。可先生成愿景包，再将提炼后的口号/定位交付给营销/文案技能处理。