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- Intelligence Collection DisciplinesDean PetersRun competitive research like an intelligence agency: eight collection disciplines (OSINT to MASINT), signal-to-inference chains, and fusion. Use when one-source research isn't enough.
- Lifecycle Play AdvisorDean PetersDiagnose where a product sits in its lifecycle and which play fits — extend, replace, or retire. Use when a product is fading and you need the call, not just the worry.
- Market Landscape ScanDean PetersMap a market's segments, players, substitutes, and whitespace with cited evidence. Use when entering or re-evaluating a market before sizing, positioning, or picking competitors to study.
- Opportunity Solution TreedeanpetersGuide product managers through creating an Opportunity Solution Tree (OST) by extracting target outcomes from stakeholder requests, generating opportunity options (problems to solve), mapping potentia
- Organic Growth AdvisorDean PetersIdentify which organic growth path to pursue — new segments, geographies, channels, or products. Use when diagnosing where a growth constraint lives and which McKinsey growth level to act on next.
- Pol Probe AdvisorDean PetersSelect the right Proof of Life (PoL) probe based on hypothesis, risk, and resources. Use this to match the validation method to the real learning goal, not tooling comfort.
- Porters Five ForcesDean PetersRead an industry's structure through Porter's Five Forces with documented signals per rating, ending at the profit pool. Use when weighing market entry or when margins erode and nobody can say why.
- Positioning StatementDean PetersCreate a Geoffrey Moore-style positioning statement. Use when clarifying who you serve, what problem you solve, your category, and why you're different from alternatives.
- Prd DevelopmentdeanpetersBuild a structured PRD that connects problem, users, solution, and success criteria. Use when turning discovery notes into an engineering-ready document for a major initiative.
- Prioritization AdvisordeanpetersGuide product managers in choosing the right prioritization framework by asking adaptive questions about product stage, team context, decision-making needs, and stakeholder dynamics. Use this to avoid
- Problem Framing CanvasdeanpetersGuide PMs through MITRE's Problem Framing Canvas with structured questions across Look Inward, Look Outward, and Reframe to produce a clear, bias-resistant problem statement.
- Problem StatementdeanpetersArticulate a problem from the user's perspective using an empathy-driven framework that captures who they are, what they're trying to do, what's blocking them, why, and how it makes them feel. Use thi
- Product Lifecycle PlaysDean PetersMap a product's lifecycle stage and choose between extension, replacement, and retirement plays. Use when a product is maturing or declining and the next move isn't obvious.
- Proto PersonadeanpetersCreate an initial, assumption-based persona profile that synthesizes available user research, market data, and stakeholder knowledge into a working hypothesis about your target user. Use this to align
- Recommendation CanvasDean PetersEvaluate an AI product idea across outcomes, hypotheses, risks, and positioning. Use when deciding whether an AI solution deserves investment or recommendation.
- Saas Revenue Growth MetricsdeanpetersCalculate and interpret revenue, retention, and growth metrics for SaaS products. Covers revenue, ARPU/ARPA, MRR/ARR, churn, NRR, expansion, and cohort analysis.
- Stakeholder MappingDean PetersPrioritize stakeholders using two complementary grids. Use when setting engagement strategy and surfacing whose voice needs elevating after stakeholder identification.
- StoryboarddeanpetersCreate a 6-frame visual narrative that tells the story of a user's journey from problem to solution, using the classic storytelling arc to build empathy, illustrate value, and make abstract product co
- Tam Sam Som CalculatordeanpetersGuide product managers through calculating Total Addressable Market (TAM), Serviceable Available Market (SAM), and Serviceable Obtainable Market (SOM) for a product idea by asking adaptive, contextual
- User Story SplittingDean PetersBreak a large story or epic into smaller deliverable stories using proven split patterns. Use when backlog items are too big for estimation, sequencing, or independent release.
- Vp Cpo Readiness AdvisordeanpetersCoaches Directors and executives through the transition to VP or CPO across four situations: preparing, interviewing, newly landed, or recalibrating at executive level.
- Ljg Blindlijigang盲区扫描——读昨天你与 AI 的全部对话，照出暴露的思维盲区（不是不懂的知识，是让某类真相一直看不见的思维习惯），再从微信读书挑一本书的一章精准补上，落成一篇完整分析笔记。Use when user says '扫盲区', '盲区', '照盲区', '看看我的思维盲区', '我昨天想漏了什么', 'blind spot', 'ljg-blind', '/ljg-blind', or wants yesterday's AI conversations analyzed for cognitive blind spots plus a targeted weread chapter to fill them. 可选参数：传一个日期(YYYY-MM-DD)扫那天而非昨天。
- Ljg Booklijigangæä¸æ¬ä¹¦ãå·éç®æ´çå©ç´ç½ï¼äºä»¶äºè¯´æ¸ ï¼ä½è å¨çä»ä¹é®é¢ï¼ç«å¨ä»ä¹ä¸è¯ä¹ç©ä¸ï¼ç¨ä»ä¹æ¡æ¶çï¼å¾åºä»ä¹ç»è®ºï¼æåèåºä¸ä¸ª takeawayï¼åæ¯æ¡/模å/æ´è§/æ¦å¿µ/éå¥äºéä¸ï¼ä½ä¸ºè¿æ¬ä¹¦çç²¾ç¥å æ ¸ãæåæä½è çåæ¯æ¡ï¼è¿æ¬ä¹¦çåèç³»ï¼ç»æä¸å¼ å°å¾ââæç¼åèç³»ãæè§ç¹éå°ä½ç½®ä¸ã走丅
- Ljg Constraintlijigang给一个领域、专业、角色、产品或争论找出真正框住它的几条约束，判明它们属于世界/规则/解释（硬/软/自设），看这组约束如何定义身份、补全问题、框出解空间并解释实际行为；尤其用于区分目标相同但约束不同导致的方案分歧，识别被误当硬事实的旧解释。USE WHEN 用户说 '约束', '找约束', '这个领域的约束是什么', '本质约束', '什么框住了它', '硬约束还是自设约束', '边界在哪', '这行为什么这么做', 'constraint', '/ljg-constraint', or gives any domain/profession/role/product/debate and wants its defining constraints and solution space mapped.