← Back to Project and learning foundation team
See how it helps
Evidence-grounded innovation
Generates distinct product concepts from real user problems, existing capabilities and testable assumptions.
innovation-brainstorming
Team members using this skill
When is it useful?
Use when exploring growth ideas without turning every idea into immediate implementation.
What does it help you do?
- Reviews current workflows and direct or indirect alternatives.
- Ranks concepts by value, differentiation, feasibility and risk.
- Proposes the smallest useful experiment with explicit uncertainty.
Try asking this
Propose three ways to reduce quotation delays and recommend one inexpensive experiment before building features. For each idea, name the delayed handoff it removes and the assumption to test. Recommend one short trial with a measurable success and stopping condition.
Detailed documentation
Read the skill’s original instructions, examples and checks in their authored language.
Show less
Innovation Brainstorming
Find original opportunities by grounding creative exploration in the product, its users, and the evidence available.
Workflow
- Clarify the outcome, user, problem, business model, constraints, and why the question matters now. For a clear request, state assumptions and continue without forcing an interview.
- Inspect the current project and only other product context explicitly available and authorized for this task. Map what the product already does, the relevant workflow, known friction, and open evidence gaps.
- Look at direct and indirect alternatives, including manual work and doing nothing. If web research tools are available and current evidence matters, compare public product pages, docs, pricing, changelogs, and credible reports. Cite links and dates; distinguish what a source says from your interpretation. Say when browsing is unavailable.
- Generate several distinct concepts by connecting user jobs, adjacent needs, workflow bottlenecks, enabling technology, distribution, pricing, incentives, and second-order effects. Draw inspiration from published product principles without impersonating practitioners, copying products, or inventing quotes.
- Remove redundant or weak concepts. Rank the strongest using a simple rubric for customer value, differentiation, feasibility, monetization, timing, and risk. Identify what is evidence, inference, and unknown.
- For each shortlisted concept, describe the user and problem, proposed capability, why it may matter now, plausible value capture, key dependencies and risks, and the smallest experiment that could disprove the main assumption.
- Recommend one next step. Do not claim validation from competitor presence alone, and do not create work, change code, spend money, or publish unless asked.
Quality check
- Existing features and authorized evidence were considered.
- Current-market claims have dated sources, or the research limitation is stated.
- Guesses and projections are labeled; invented evidence and fake precision are absent.
- The recommendation connects a real or testable customer need to a feasible business outcome.
- A low-cost validation path is clear.
Included files 1
SKILL.md