inspired-product

Diagnose and restructure product teams using discovery, delivery, and outcome-based frameworks.

Updated Jul 8, 2026
One-click install
npx skills add https://github.com/HafidJoss/Lummy --skill inspired-product-hafidjoss
Or copy as Structured Prompt for Agent
Please help me install this Agent Skill.
Skill: inspired-product
Source: https://github.com/HafidJoss/Lummy/tree/main/agent/skills/inspired-product
Command: npx skills add https://github.com/HafidJoss/Lummy --skill inspired-product-hafidjoss

SYSTEM DOCUMENTATION & REQUIREMENTS

💡 This Skill includes references (resource) components.

What problem does it solve? Most product organizations operate as feature factories: teams receive roadmaps of dated features, skip discovery, and ship things nobody wants. This Skill helps you diagnose that pattern and apply Marty Cagan's empowered product teams framework to shift from output-driven delivery to outcome-driven discovery. ## Core Features & Use Cases - 7-Point Team Diagnostic: Score any product team 0-7 across discovery practice, engineer involvement, outcome ownership, and delivery cadence, with specific fixes for each failed row. - Discovery Technique Guidance: Apply the four-risks framework (value, usability, feasibility, viability) with prototyping methods, behavioral interview scripts, and evidence thresholds for validated ideas. - Opportunity Assessment & Strategy: Evaluate opportunities with structured questions, build product vision and strategy, and translate them into outcome-based OKRs and roadmaps. - Use Case: A VP of Product suspects their teams are a feature factory. Run the Quick Diagnostic, score 3/7, then use the stakeholder management and empowered teams references to pilot one team's transformation over 90 days. ## Quick Start Score my product team against the empowered teams diagnostic and tell me which rows we fail and how to fix them.

Frequently Asked Questions about inspired-product

High-intent search queries and answers about installing and using this skill.

FAQPage Schema
How do I know if my product team is a feature factory?

Score the team against the 7-row Quick Diagnostic covering customer knowledge, pre-build user testing, engineer involvement in discovery, outcome ownership, vision clarity, stakeholder behavior, and shipping cadence. A score of 3 or below indicates a feature factory where teams receive dated feature roadmaps and skip discovery.

What is the difference between product discovery and delivery?

Discovery determines what to build by testing ideas against four risks (value, usability, feasibility, viability) cheaply before engineering investment. Delivery builds production-quality software from validated ideas. Both run continuously in parallel, with engineers participating in discovery.

How do I run product discovery before building a feature?

Test the idea against all four risks using prototypes: high-fidelity prototypes for usability, Wizard of Oz tests for value, and engineering spikes for feasibility. Validate with 5 real target users, requiring 4 of 5 to complete the core task before committing to delivery.

How do I handle executives who dictate features instead of problems?

Redirect from solution to problem by asking what issue prompted the idea, then respond with evidence from customer interviews and prototype tests rather than opinions. Propose a low-cost experiment when you cannot dissuade directly, and build trust through consistent outcome delivery.

What are outcome-based roadmaps versus feature roadmaps?

Outcome-based roadmaps communicate problems to solve with target metrics, such as reducing churn from 8% to 5%, instead of listing features with delivery dates. This lets teams discover the best solution while keeping stakeholders informed through discovery findings rather than feature status.

When should I not use the empowered teams model?

The model fails without prerequisites: competent PMs with customer and data fluency, executive trust, strategic context, and psychological safety. Empowering unskilled teams or declaring empowerment while still handing down feature roadmaps produces worse results than a well-run feature team.