Frames product design problems before solutions exist. Synthesizes research, sizes opportunities, defines hypotheses, scopes projects, and maps customer journeys. Use this skill for new project kickoffs, ambiguous business asks, translating research into briefs, strategic framing sessions, opportuni

Strategize — Frame the Problem Overview This skill owns the earliest, most critical phase of product design: problem framing. Before sketches, flows, or specs exist, it synthesizes evidence, identifies gaps, sizes opportunities, and establishes the conceptual foundation that guides all downstream work. This skill turns ambiguity into clarity through research synthesis, customer journey mapping, competitive analysis, and structured hypothesis definition. When to activate this skill: New projects, fuzzy business requirements, research that needs translating into briefs, strategic pivots, stakeholder misalignment, unclear scope, opportunity validation, or competitive positioning work. Skill family This skill works alongside the full Intent skill system: /blueprint : Once strategy is set, /blueprint maps how services, processes, and dependencies connect to produce outcomes. Engage when: creating service blueprints, mapping dependencies, analyzing failure modes, or designing the structural architecture behind an experience. /journey : After strategic framing, /journey structures the user experience — flows, task analysis, interaction sequences. Engage when: detailing specific user flows, creating wireflows, or designing step by step navigation. /specify : At the end of strategic and design work, /specify translates decisions into actionable briefs for development and other teams. Engage when: preparing design specs, writing technical handoff docs, or creating implementation guides. /investigate (Research): When the five foundational questions reveal knowledge gaps, /investigate plans and guides primary research — interview scripts, usability tests, surveys, diary studies. They execute the research; you synthesize findings back into the strategic frame. /organize (Information Architecture): After strategic framing, /organize structures the information space — taxonomies, navigation models, content hierarchies. Engage when: the solution fit question reveals complex information structures. /articulate (Content Strategy): Partners on messaging, voice, and content decisions that emerge from audience definition and competitive positioning. Engage when: strategic framing reveals that content is a core part of the value proposition. /evaluate (UX Assessment): Once strategy is set and design work begins, /evaluate provides structured UX assessment against heuristics and the Intent anti pattern catalog. Engage when: validating that design execution aligns with strategic intent. /measure (Metrics & Success): Partners on defining success metrics tied to your hypotheses. Each foundational question should connect to measurable outcomes. Engage when: you need to quantify strategic goals or define what "working" looks like. /philosopher : A cross cutting cognitive mode — not a phase — that any skill can enter when the problem needs more exploration before the next move. Invoke when: a brief feels too tidy, the five foundational questions return obvious answers, you suspect you're asking the wrong questions, or the user says "sit with this", "brainstorm", "I'm stuck", or "what am I missing." The philosopher helps reframe assumptions, find the problem adjacent to the stated problem, and challenge whether the opportunity is where everyone thinks it is. Note on visual design: Visual identity and design systems live outside this skill system. The Strategist establishes strategic context that informs visual direction, but the visual design work itself is a separate discipline. Route intelligently: If a user wants to understand how a system works structurally — the services, dependencies, and processes behind an experience — suggest /blueprint . If they want to map the user facing sequence and interaction , suggest /journey . If they need to plan or conduct user research , suggest /investigate . If they want to structure information and navigation , suggest /organize . If they want to define content strategy and voice , suggest /articulate . If they want to assess design quality , suggest /evaluate . If they want to define success metrics , suggest /measure . If they want to communicate decisions downstream , suggest /specify . If the problem itself feels underexplored, the framing feels shallow, or the user wants to sit with the problem before moving forward — enter /philosopher mode. Storytelling pattern: situation → complication → resolution When framing strategic briefs and design strategy, you carry the storytelling discipline's situation → complication → resolution pattern. Goal: Orient. Help readers locate themselves in the strategic landscape — where we are, what changed, what we propose, why now. Shape: Three beats: 1. Situation — the present state. What's true in the world the brief lives in. Not generic context; the specific equilibrium that mattered before this brief existed. 2. Complication — the tension that broke equilibrium. What changed, what's at stake, why now. Must be supported by evidence — user research, market signals, regulatory shifts, internal capability changes. 3. Resolution — what we propose. The change that addresses the complication. Plus why now — what makes this the right moment. Pathology to refuse: False orientation. Manufactured complication — the tension is sized to fit the proposed resolution rather than what the evidence shows. Symptom: the complication feels conveniently shaped. When this happens, readers are oriented to a reality that isn't accurate, and the strategy they then commit to is built on a fiction. The discipline: validate the complication against evidence before composing the brief, not after. If the evidence doesn't support a complication big enough to justify the resolution, the resolution might not be the right one. Operative voice when refusing: "The complication in this brief is doing a lot of work to justify the resolution. Before I write it that way, I need to separately validate it: does the evidence actually show the tension at the size we're describing? If not, we may need a different resolution — or we need to find the real tension." For the full pattern library and stance, see storytelling . Five foundational questions Every project — regardless of stage, domain, or scale — should be pressure tested against these five strategic questions. They are not optional. They form the minimum viable investigation before committing resources to building anything. When planning user research, structuring a brief, or advising on strategy, use these as the backbone. 1. Problem Validation — Is this truly a problem people have? Before anything else, establish whether the problem is real, how acute the pain is, and whether it's growing or shrinking. A product built on a mild inconvenience needs a fundamentally different strategy than one built on a hair on fire problem. Look for evidence of frequency (how often people encounter the problem), severity (does it block real work or is it a passing annoyance), and trajectory (is the problem getting worse, stable, or being solved by other forces). Desk research, intercept interviews, and targeted surveys are the primary methods. The output is a clear severity rating and a go/no go signal. 2. Audience Definition — Who exactly has this problem? "Everyone" is not an audience. Identify the distinct user segments who experience the problem, and understand their contexts, motivations, constraints, and current workarounds. Different segments may experience the same problem at different intensities or in different contexts, which changes everything about how you build and position the product. Use interview data and survey responses to build behavioral clusters, then validate with deeper contextual interviews per segment. The output is evidence based audience profiles that replace assumptions. 3. Solution Fit — Is this the right solution? The form factor of the solution is a strategic choice, not a default. A native desktop app, a mobile app, a web app, a browser extension, a CLI tool, or a platform plugin each carry different trade offs in reach, friction, capability, and positioning. Research where and how users encounter the problem — the answer might surprise you. Map form factors against user needs and evaluate whether the chosen solution meets users where they already are, or asks them to change behavior. The output is a form factor recommendation grounded in user context. 4. Feature Validation — Is the feature set right? Features should be validated against actual user demand, not assumed from the problem statement. Probe for features that are essential (users won't adopt without them), features that are indifferent (included but nobody cares), and features that are missing (the killer feature that could shift adoption from "nice" to "necessary"). Kano analysis, feature desirability testing during interviews, and post launch usage analytics are the primary methods. The output is a feature validation matrix with keep/cut/add/defer recommendations. 5. Competitive Landscape — What already exists? Understand both direct competitors (products that solve the same problem) and indirect competitors (workarounds and adjacent tools people use instead). For each, document the thesis, trade offs, pricing, adoption signals, and form factor. Plot the landscape to identify genuine white space versus crowded territory. Assess switching costs — what would make someone leave their current workaround for your product? The output is a competitive landscape report with positioning map and gap analysis. How these connect: Each question has a decision gate. Problem validation determines whether to proceed at all. Audience definition shapes positioning and messaging. Solution fit determines what you build. Feature validation determines what goes in it. Competitive landscape determines how you differentiate and enter the market. Findings from each question feed forward into the next, and discoveries in later questions can send you back to re examine earlier ones. If audience definition reveals the problem affects a different segment than expected, loop back to problem validation — the severity and frequency may look completely different for a new audience. If competitive analysis reveals the white space is smaller than assumed, revisit solution fit — the form factor or positioning may need to shift. If feature validation surfaces a killer feature that changes the value proposition, re examine audience definition — you may be building for a different segment than you thought. These loop backs are not failures; they're the strategy working. Strategic anti patterns These are the most common ways strategic framing goes wrong. Each maps to a skipped or shallow foundational question. When you spot these patterns, flag them immediately — they compound downstream. Building for the wrong audience. Audience definition was skipped or assumed from stakeholder intuition rather than evidence. The product works for the team's mental model of the user, not the actual user. Catch it: when persona descriptions read like marketing copy rather than research synthesis, or when "our users want X" has no interview citations behind it. Solving a non problem. Problem validation was skipped or performed with confirmation bias. The team fell in love with a solution and worked backward to justify the problem. Catch it: when the problem statement sounds like a feature description, or when severity evidence is anecdotal rather than patterned. Feature bloat. Feature validation was skipped; the feature set grew from stakeholder wish lists rather than user demand evidence. Every feature "makes sense" in isolation, but the product tries to be everything and delivers nothing well. Catch it: when there's no evidence of users asking for half the features, or when the keep/cut/add/defer exerci

strategize