Use when asked to "opportunity solution tree", "OST", "Teresa Torres", "map customer opportunities to outcomes", "structure discovery around opportunities", or "compare solutions for a customer need". Helps product teams connect outcomes to customer opportunities and test solutions with Opportunity

Opportunity Solution Trees Domain Context The Opportunity Solution Tree (Teresa Torres, Continuous Discovery Habits ) is the backbone of modern product discovery. It prevents teams from jumping to solutions by forcing them to first map the opportunity space. Structure (4 levels): 1. Desired Outcome (top) — The measurable business or product outcome you're pursuing. Should be a single, clear metric (e.g., "increase 7 day retention to 40%"). This comes from your OKRs or product strategy. 2. Opportunities (second level) — Customer needs, pain points, or desires discovered through research. Frame them from the customer's perspective: "I struggle to..." or "I wish I could..." Prioritize using Opportunity Score: Importance × (1 − Satisfaction) (Dan Olsen). 3. Solutions (third level) — Possible ways to address each opportunity. Generate multiple solutions per opportunity — don't commit to the first idea. The Product Trio (PM + Designer + Engineer) should ideate together. 4. Experiments (bottom) — Fast, cheap tests to validate whether a solution addresses the opportunity. Use assumption testing (Value, Usability, Viability, Feasibility). Key principles: One outcome at a time — don't try to solve everything Opportunities, not features — never let customers design solutions Compare and contrast — generate at least 3 solutions per opportunity Discovery is not linear — loop back if experiments fail Continuous, not periodic — update the tree weekly Input Requirements A desired outcome or business metric to improve Customer research data (interviews, surveys, analytics, feedback) Optionally: existing opportunities or solution ideas to organize What It Is Use the Opportunity Solution Tree (OST) to connect a business outcome to the customer opportunities that drive it, then compare solutions and tests. The tree forces you to separate needs from ideas and keeps discovery tied to delivery. When to Use It Structure discovery around customer opportunities Tie customer needs to measurable outcomes Compare multiple solutions for the same opportunity Keep continuous discovery aligned with the roadmap Create a shared view of priorities with stakeholders When Not to Use It You are not doing customer research The solution is already decided The work is a commodity requirement with no real options You only need a quick one off decision Core Structure Outcome: the business result you are responsible for achieving Opportunities: unmet customer needs, pains, or desires Solutions: multiple ideas that address one opportunity Experiments: tests that validate the riskiest assumptions Process Follow this step by step process to build and use an Opportunity Solution Tree: Step 1: Define the Desired Outcome Confirm or help articulate a single, measurable outcome at the top of the tree Make it specific (e.g., "increase 7 day retention to 40%" not "improve retention") Tie it to your OKRs or product strategy Step 2: Map Opportunities From customer research, identify 3 7 customer opportunities (needs/pains/desires) Frame each from the customer's perspective ("I struggle to...", "I wish I could...") Group related opportunities into themes Avoid solutions disguised as opportunities (e.g., "needs a dashboard" → "struggles to understand performance") Step 3: Prioritize Opportunities Use Opportunity Score (Importance × [1 − Satisfaction]) or qualitative assessment Focus on the top 2 3 opportunities Consider: impact on outcome, frequency, intensity of pain Step 4: Generate Solutions For each prioritized opportunity, brainstorm 3+ solutions Include perspectives from PM, Designer, and Engineer (Product Trio) Resist the "first idea" trap — compare and contrast before choosing Step 5: Design Experiments For the most promising solutions, suggest 1 2 fast experiments Specify: hypothesis, method, metric, success threshold Prefer experiments with "skin in the game" (Alberto Savoia) over opinion based validation Step 6: Visualize the Tree Present the full OST in a clear hierarchical format Use indentation, bullets, or a visual tool Make it easy for stakeholders to scan and understand Step 7: Iterate Weekly Review the tree every week as you learn from interviews, analytics, experiments Kill solutions that don't validate Explore new branches as you discover new opportunities Further Reading [The Extended Opportunity Solution Tree](https://www.productcompass.pm/p/the extended opportunity solution tree) [What Is Product Discovery? The Ultimate Guide](https://www.productcompass.pm/p/what exactly is product discovery) [Product Trio: Beyond the Obvious](https://www.productcompass.pm/p/product trio) [Continuous Product Discovery Masterclass](https://www.productcompass.pm/p/cpdm) Continuous Discovery Habits by Teresa Torres (book)

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