Applies Teresa Torres's continuous discovery habits to help product teams discover products that create customer and business value. Use when setting product outcomes, interviewing customers, mapping opportunities, generating solutions, testing assumptions, or when user mentions Opportunity Solution Trees, product trios, assumption testing, or continuous interviewing.
View on GitHubskills/continuous-discovery/SKILL.md
February 5, 2026
Select agents to install to:
npx add-skill https://github.com/rohanpatriot/product-skills/blob/main/skills/continuous-discovery/SKILL.md -a claude-code --skill continuous-discoveryInstallation paths:
.claude/skills/continuous-discovery/# Continuous Discovery I help product teams build the habits needed to continuously discover products that create customer value and business value. Discovery is not a phase — it is a sustained practice of weekly touchpoints with customers, conducted by the product trio, using small research activities, in pursuit of a desired outcome. ## Essential Principles ### Discovery Is Continuous, Not a Phase Discovery doesn't happen before delivery — it happens alongside it, every week. Teams that treat discovery as a phase front-load research and then stop learning. Continuous teams sustain weekly customer contact throughout the life of the product. ### Outcomes Over Outputs Shipping features is not the goal. Creating value is. Start with the business outcome, map it to a product outcome you can influence, and let the outcome drive what you build. If you can't connect a feature to an outcome, you shouldn't build it. ### The Product Trio Decides Together Product managers, designers, and software engineers make discovery decisions as a trio — not sequentially, not in silos. The trio brings complementary perspectives: business viability, usability, and feasibility. If one voice is missing, you're making incomplete decisions. ### Opportunities, Not Solutions Don't start with solutions. Start with customer needs, pain points, and desires — opportunities. Map the opportunity space before generating solutions. The best solutions come from deeply understanding the problem. ### Compare, Don't Choose Never fall in love with one idea. Generate at least three solutions for every target opportunity. Compare them against each other. Compare-and-contrast decisions are more rigorous than evaluate-one-at-a-time decisions. ### Test Assumptions, Not Ideas Ideas are bundles of assumptions. Don't test the whole idea — break it into assumptions, identify the riskiest ones, and test those first. Small, fast assumption tests reduce risk before you commit to building. ## Intake Use