| name | strategic-narrative |
| description | Build a product strategic narrative that connects market change, customer problem, product advantage, choices, capabilities, and measurable direction into a coherent explanation of where the product is going and why. |
Strategic Narrative
Use when teams need a shared explanation of product direction that is more durable than a feature roadmap.
Procedure
- State the external change, customer reality, or strategic tension that makes the current path insufficient or creates opportunity.
- Define the target customer and problem the product chooses to serve particularly well.
- Explain the product's point of view: what the team believes about how the problem should be solved and which tradeoffs it intentionally accepts.
- Identify the capabilities, assets, distribution, data, ecosystem, or operating advantages that make the direction plausible.
- State what the product will not optimize for so strategy includes exclusion rather than only ambition.
- Connect near-term bets to the longer-term direction without pretending the roadmap is predetermined.
- Define measurable strategic outcomes and leading evidence that would show the narrative is working or wrong.
- Test the narrative against product, market, customer, and technical evidence and remove claims that depend on wishful differentiation.
Decision rules
- Strategy is a set of choices under constraints, not a motivational slogan.
- A narrative should explain why current bets belong together.
- Do not describe generic strengths every credible competitor can claim.
- Make falsifiable assumptions visible so strategy can learn.
Quality gate
The narrative is ready when it explains the market and customer problem, makes clear choices and exclusions, connects capabilities to advantage, gives near-term work strategic context, and names evidence that could validate or overturn the direction.
