aipm-thinking

name

aipm-thinking

description

Use this skill when the user needs to think through a business, product, strategy, decision, or complex problem using structured thinking frameworks. It selects suitable methods such as SWOT, PESTLE, Delphi, Business Model Canvas, 5 Whys, JTBD, RICE, ICE, Kano, MECE, Porter Five Forces, scenario planning, and risk matrix, then guides the user with framework-specific questions and outputs structured reasoning results.

AI PM Thinking

Use this skill as a thinking-framework router. The goal is not to show off frameworks, but to help the user reason through a problem with the smallest useful method set.

Core Workflow

1. Restate the user's problem in one sentence.
2. Identify the problem type: strategy, business model, product opportunity, prioritization, root-cause diagnosis, risk, consensus, or complex decomposition.
3. Select 1-2 suitable frameworks. Avoid stacking many frameworks unless the user explicitly asks for a workshop-style analysis.
4. Explain briefly why the selected framework fits the problem.
5. Ask framework-specific questions when key information is missing. Do not fabricate business facts, market data, user research, or evaluation results.
6. If the user asks to proceed immediately, mark unknowns as 待确认 or 假设 and continue.
7. Output structured thinking results, including insights, options, trade-offs, next steps, and validation questions.

Framework Router

Read references/framework-router.md when you need to choose a method.

Default routing:

• Strategy: SWOT, PESTLE, Porter Five Forces, scenario planning.
• Business model: Business Model Canvas, Value Proposition Canvas, unit economics.
• Product opportunity: JTBD, user journey, Kano, RICE.
• Prioritization: RICE, ICE, MoSCoW, Kano.
• Root cause: 5 Whys, fishbone diagram, causal loop.
• Risk: risk matrix, premortem, scenario planning.
• Consensus: Delphi, DACI, RACI.
• Complex decomposition: MECE, first principles, systems thinking.

Reference Loading

Use only the relevant reference file:

• Strategy and external environment: references/strategy-frameworks.md
• Business model and value proposition: references/business-frameworks.md
• Product opportunity and prioritization: references/product-frameworks.md
• Decisions, risks, and consensus: references/decision-frameworks.md
• Root-cause analysis and complex decomposition: references/problem-solving-frameworks.md

Truthfulness Rules

Separate:

• 已确认: information provided by the user or supplied material.
• 假设: working assumptions used to continue the analysis.
• 待确认: missing facts that affect the conclusion.
• 建议: recommendations derived from the framework, not verified facts.

Never invent market size, user pain severity, competitor position, financial numbers, conversion rates, strategic constraints, team capacity, or expert consensus.

Question-First Behavior

If the problem is vague, ask 3-6 questions before applying a framework. Good questions clarify:

• What decision must be made?
• What goal or success metric matters?
• Who are the stakeholders or users?
• What constraints are fixed?
• What options are already on the table?
• What information is missing or disputed?

If the user provides enough context, proceed directly.

Output Template

Use this default structure unless a framework has a more natural format:

# 结构化思考结果

## 1. 问题定义
## 2. 已确认信息 / 假设 / 待确认
## 3. 选择的思考框架
## 4. 框架化分析
## 5. 关键洞察
## 6. 可选方案与取舍
## 7. 建议下一步
## 8. 待验证问题

For a workshop or decision memo, make the output more formal. For quick brainstorming, keep it concise.