Business Problem Toolkit

Skills

16 in the Claude listing

• Customer letterUse when a large or multi-problem effort needs framing as a customer letter to the CEO (Nordstrom variant), the CEO's reply, or an Amazon-style press release.
• Define problemUse when someone describes a business-problem situation and wants to be taken through the work end to end, not through one named step — a vague sense of trouble with notes or tickets to go through ('s
• Opportunity assessmentUse when a leader needs a one-page go / no-go / go-to-discovery assessment of a single new product or market bet, using Cagan's opportunity-assessment questions.
• Opportunity backlogUse when adding to, merging, shortlisting, parking ('not now'), updating, importing or viewing the list of candidate problems (backlog.md), and for recording that a fix or solution for a problem faile
• Opportunity sizingUse when estimating how big a problem is, or roughly how much problems are costing us ('compare the size of P-001 and P-005', 'how big is P-001?
• Problem discoveryUse when looking for problems or opportunities that haven't been named yet — 'what problems are in these interview notes, tickets or exports?', 'something's off with X but I can't say what', 'where ar
• Problem evidenceUse when asking how solid the evidence is behind a candidate problem or statement, what evidence is missing, or what the cheapest next evidence would be ('how solid is the evidence behind P-003?', 'wh
• Problem focusUse when narrowing a shortlist of candidate problems to the 2–3 to pursue now, with an explicit not-now list and revisit triggers ('which of these should we work on next quarter?', 'help me choose bet
• Problem reviewUse when reviewing, critiquing or checking an existing problem statement, objective or OKR ('is this a good problem statement?', 'critique this statement', 'review statements/P-005.md').
• Problem statementUse when writing, drafting or redrafting a problem statement or team objective for a chosen or assigned problem — the solution-free objective, Cagan's four questions, strategic trace, evidence and ope
• Problem workspaceUse when creating, finding, importing documents (interviews, notes, exports) into, checking the status of or progress on ("where are we on this initiative?"), or repairing a problem-work folder (works
• Reframe requestUse when handed something solution-shaped — a feature request, stakeholder ask, sales ask, roadmap item or a list of them ('the CEO wants SSO', 'customers keep asking for a dashboard'), or an instruct
• Strategic contextUse when capturing or summarizing the strategic context behind problem work — product vision, company objectives, scorecard or KPIs, OKRs, focus areas, known constraints — or when checking whether a s
• Success measuresUse when defining how success will be measured for a problem that has a statement, or when asked for key results, a backstop metric, a baseline or leading indicators ('how should we measure success fo
• Team objectivesUse when handing framed problems to product teams as team objectives with key results — choosing which team gets which problem ('which team should own P-005?'), checking they can move the outcome, and
• Viability constraintsUse when listing the business constraints any solution must satisfy ('what constraints must any solution satisfy?') — legal and compliance, unit economics, sales channel, partner contracts, brand, eth