Strategy Advisor

Strategy Advisor Skill

Help users develop, refine, and execute product and business strategy.

When This Skill Activates

• "Help me with product strategy"
• "How do I prioritize?"
• "I can't decide between A and B"
• "Is this a strategy or execution problem?"
• "What's our competitive moat?"
• "How do I write a strategy doc?"
• "We're not hitting our goals"

Framework Selection Guide

| Situation | Use This Framework | |-----------|-------------------| | Building product strategy | Product Strategy Stack | | Consumer product strategy | DHM Framework | | Assessing competitive position | Seven Powers | | Diagnosing why things aren't working | Execution vs Strategy | | Balancing strategy vs execution | Execution Over Strategy |

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Framework 1: Product Strategy Stack

Source: Ravi Mehta - Lenny's Podcast Key Insight: If a PM can't decide between option A and B, the root cause is almost always a gap in understanding strategy, not a gap in prioritization skill.

The Five Layers (Top to Bottom)

Layer 1: Company Mission

• The change the company wants to bring to the world
• Qualitative and aspirational
• Example: Tinder: "Make single life more fun"

Layer 2: Company Strategy

• The logical plan to achieve the mission
• Includes: target market, value prop, business model
• Must be rigorous, not aspirational

Layer 3: Product Strategy

• Connective tissue between company strategy and product work
• Defines what the product will be
• Must include wireframes (not just words)

Layer 4: Product Roadmap

• Sequence of work to fulfill strategy
• Time-bound initiatives
• Flows FROM strategy

Layer 5: Product Goals

• Measurable outcomes
• Come AFTER roadmap (contrarian view)
• Measure strategy progress

Key Insight: Wireframes Required

> "Strategy docs aren't complete without wireframes. When you talk about strategy in words alone, everyone takes away a different interpretation."

Example: Mobile apps have 4-5 nav items. What are they? Words alone → different interpretations.

Debugging Process (Bottom-Up)

| If... | Check... | |-------|----------| | Goals not being met | Is roadmap aligned? | | Roadmap isn't working | Is product strategy clear? | | Product strategy unclear | Do we understand company strategy? | | Company strategy unclear | Is mission well-defined? |

Pitfalls to Avoid

• Starting with goals (they should come last)
• Strategy in words only (needs visuals)
• Conflating the layers
• Skipping product strategy layer

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Framework 2: DHM Framework (Consumer Products)

Source: Gibson Biddle - Lenny's Podcast Key Insight: Great product strategy creates customer delight in hard-to-copy, margin-enhancing ways.

The Three Tests

D - Delight Does this meaningfully improve the customer experience?

• Not just "nice to have"
• Creates emotional response
• Drives word of mouth

H - Hard to Copy Can competitors easily replicate this? Hard-to-copy advantages:

• Brand
• Network effects
• Unique technology
• Economies of scale
• Switching costs

M - Margin-Enhancing Does this improve unit economics over time?

• Reduces costs
• Increases willingness to pay
• Improves retention
• Enables pricing power

Applying DHM

Step 1: Generate Strategy Ideas List potential strategic moves

Step 2: Score Each on D, H, M | Strategy | Delight | Hard to Copy | Margin | |----------|---------|--------------|--------| | Idea A | High | Low | Medium | | Idea B | Medium | High | High |

Step 3: Prioritize DHM Winners Best strategies score high on all three. Watch out for:

• High D, Low H = Easily copied
• High H, Low D = Doesn't matter
• High M, Low D = Race to bottom

Netflix Examples

• Personalization: High D (finds shows for you), High H (data + algorithms), High M (better retention)
• Original content: High D (exclusive shows), High H (can't copy), Medium M (expensive but drives subs)

Pitfalls to Avoid

• Optimizing only for Delight (copycats catch up)
• Building Hard to Copy that doesn't Delight
• Ignoring Margin implications

---

Framework 3: Seven Powers (Competitive Moats)

Source: Hamilton Helmer - Lenny's Podcast Key Insight: Strategy is a route to continuing Power in significant markets.

The Seven Powers

1. Scale Economies Unit costs decline as volume increases.

• Example: Netflix content cost per subscriber
• Test: Do we get cheaper as we grow?

2. Network Effects Product improves as more people use it.

• Example: LinkedIn's value grows with users
• Test: Does each user make it better for others?

3. Counter-Positioning New business model incumbent can't adopt.

• Example: Netflix streaming vs Blockbuster stores
• Test: Would copying us hurt their existing business?

4. Switching Costs Cost to switch to competitor is high.

• Example: Salesforce data + workflow lock-in
• Test: How painful is it to leave us?

5. Branding Higher perceived value enabling price premium.

• Example: Apple's brand commands premium
• Test: Can we charge more for same features?

6. Cornered Resource Exclusive access to valuable asset.

• Example: Exclusive content deals
• Test: Do we have something others can't get?

7. Process Power Superior processes embedded in organization.

• Example: Toyota Production System
• Test: Are our processes better AND hard to copy?

Power Assessment

Step 1: Identify Potential Powers Which powers could apply to your business?

Step 2: Assess Current Strength | Power | Have It? | Strength (1-5) | |-------|----------|----------------| | Scale Economies | Yes/No | | | Network Effects | Yes/No | | | Counter-Positioning | Yes/No | | | Switching Costs | Yes/No | | | Branding | Yes/No | | | Cornered Resource | Yes/No | | | Process Power | Yes/No | |

Step 3: Identify Power-Building Opportunities What actions would strengthen or create powers?

Pitfalls to Avoid

• Claiming powers you don't have
• Confusing competitive advantage with power
• Ignoring market size (power in small market = limited value)
• Building moat without product-market fit first

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Framework 4: Execution vs Strategy Diagnosis

Source: Shreyas Doshi - Lenny's Podcast Key Insight: Most problems blamed on strategy are actually execution problems, and vice versa.

The Diagnostic Question

When something isn't working, ask: "If we executed this perfectly, would it work?"

• Yes → Execution problem (fix how you're doing it)
• No → Strategy problem (fix what you're doing)

Common Misdiagnosis

Strategy blamed, Execution at fault:

• "Our positioning is wrong" → Actually: messaging is confusing
• "Wrong market" → Actually: wrong go-to-market motion
• "Product doesn't fit" → Actually: onboarding is broken

Execution blamed, Strategy at fault:

• "Team isn't executing" → Actually: strategy is unclear
• "We need better PMs" → Actually: priorities are wrong
• "Engineering is slow" → Actually: building wrong things

Diagnosis Process

Step 1: Describe the Problem What specific outcome isn't being achieved?

Step 2: Apply the Test "If a team of A+ executors took this strategy, would it work?"

Step 3: Look for Evidence | Evidence Type | Points To | |--------------|-----------| | Competitors winning with similar strategy | Execution | | No one winning in this space | Strategy | | Team confused about priorities | Strategy | | Team aligned but slow | Execution | | Metrics improving slowly | Execution | | Metrics not moving at all | Strategy |

Step 4: Address Root Cause

• Execution fix: Better processes, skills, resources
• Strategy fix: Revisit positioning, market, approach

Pitfalls to Avoid

• Defaulting to strategy change (easier than hard execution work)
• Defaulting to execution blame (avoids strategic questions)
• Not gathering evidence before diagnosing
• Changing both at once (can't learn which was wrong)

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Framework 5: Execution Over Strategy (80/20)

Source: Ami Vora - Lenny's Podcast Key Insight: For most products, success is about 20% strategy and 80% execution.

The Reality

• Most product advice focuses on strategy
• Execution is where products succeed or fail
• Great strategy with poor execution loses to good strategy with great execution

"Good Enough" Strategy Test

Ask: "If we execute perfectly on this strategy, could we succeed?"

• Yes → Execute
• No → Refine strategy (but set a deadline)

Ruthless Prioritization Principles

1. One thing at a time - Focus team energy
2. Finish before starting - Complete current work
3. Sequence, don't parallel - Fewer balls in air
4. Kill zombies - End projects going nowhere
5. Protect the team - Shield from distractions

The Priority Stack

| Level | What Belongs | |-------|--------------| | P0 | Must do this quarter to succeed (2-3 things) | | P1 | Important but can wait | | P2 | Nice to have | | P3 | Probably never |

Key: If everything is P0, nothing is.

Ship-Learn Cycle

1. Ship smallest valuable increment
2. Measure impact immediately
3. Learn from results
4. Adjust execution (rarely strategy)
5. Ship next increment

When to Actually Change Strategy

• Fundamental assumption proven wrong
• Market shifted dramatically
• Multiple execution attempts failed
• New information changes everything

Pitfalls to Avoid

• Over-strategizing (waiting for perfect plan)
• Under-prioritizing (everything is P0)
• Mistaking motion for execution
• Abandoning strategy too early
• Cutting quality for speed

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How to Apply This Skill

1. Identify the strategic question

• Building strategy → Product Strategy Stack + DHM
• Assessing competition → Seven Powers
• Something not working → Execution vs Strategy
• Prioritization → Execution Over Strategy

1. Walk through the selected framework systematically

1. Push for specifics (strategy without specifics = useless)

1. Recommend debugging when appropriate

Related Skills

• /decision-maker - For specific strategic decisions
• /goal-setter - For goal-setting tied to strategy
• /growth-advisor - For growth strategy specifically

Full SOPs (Deep Dives)

Product Strategy

• [Product Strategy Stack](../../../sops/product-management/strategy/product-strategy-stack-001.md)
• [DHM Framework](../../../sops/product-management/strategy/dhm-product-strategy-framework-001.md)
• [Seven Powers](../../../sops/strategy/seven-powers-assessment-001.md)
• [Execution vs Strategy](../../../sops/product-management/strategy/execution-vs-strategy-diagnosis-001.md)
• [Execution Over Strategy](../../../sops/product-management/strategy/execution-over-strategy-001.md)
• [Differentiation vs Table Stakes](../../../sops/product-management/strategy/differentiation-vs-table-stakes-001.md)
• [Ship to Learn](../../../sops/product-management/strategy/ship-to-learn-rd-philosophy-001.md)
• [Swinging the Pendulum](../../../sops/product-management/strategy/swinging-the-pendulum-001.md)

AI Strategy

• [AI Eval-Driven Development](../../../sops/product-management/strategy/ai-eval-driven-product-development-001.md)
• [AI Platform Strategy](../../../sops/product-management/strategy/ai-platform-product-strategy-001.md)
• [AI Product Strategy Assessment](../../../sops/product-management/strategy/ai-product-strategy-assessment-001.md)
• [AI Product Differentiation](../../../sops/product-management/strategy/ai-product-differentiation-strategy-001.md)
• [Consumer AI Metrics](../../../sops/product-management/strategy/consumer-ai-product-metrics-001.md)
• [Product Team Scaling AI Era](../../../sops/product-management/strategy/product-team-scaling-ai-era-001.md)
• [AI-First Product Transformation](../../../sops/product-management/strategy/ai-first-product-transformation-001.md)

Startup Strategy

• [Startup Idea Validation](../../../sops/strategy/startup-idea-validation-001.md)
• [Founder-Market Fit](../../../sops/strategy/founder-market-fit-assessment-001.md)
• [Avoiding Tarpit Ideas](../../../sops/strategy/avoiding-tarpit-ideas-001.md)
• [Fall in Love with Problem](../../../sops/strategy/fall-in-love-with-problem-001.md)
• [PMF Iteration Journey](../../../sops/strategy/product-market-fit-iteration-journey-001.md)
• [Crisis Management](../../../sops/strategy/startup-crisis-management-persistence-001.md)

Pivot & Positioning

• [Pivot Decision Framework](../../../sops/strategy/pivot-decision-framework-001.md)
• [Bottom-Up Enterprise](../../../sops/strategy/bottom-up-enterprise-adoption-001.md)
• [Utility Curve Investment](../../../sops/strategy/utility-curve-product-investment-001.md)
• [Customer Value First](../../../sops/strategy/customer-value-first-principles-001.md)

Source & license

This open-source skill is cataloged on AgentStack and links to its original source — we do not rehost the code.

• Author: qingxuantang
• Source: qingxuantang/Lennys-to-sop-and-skills
• License: MIT

Install and usage instructions live in the source repository linked above.