tool-foundation-sprint-differentiation

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Foundation Sprint Differentiation

Foundation Sprint 差异化环节

Day 1 afternoon of a Foundation Sprint. The team converts the morning's Basics frame (customer, problem, advantage, competitors) into a defensible strategic position. The output is a one-page Mini Manifesto that the team and Decider sign as the Day 1 strategic summary.

Family contract:

docs/reference/skill-families/foundation-sprint-skills-contract.md

. This skill is a member of

foundation-sprint-skills

Foundation Sprint第1天下午的工作内容。团队将上午确定的基础框架（客户、问题、优势、竞品）转化为具有竞争力的战略定位。产出物为一页式Mini Manifesto，由团队和Decider签字确认，作为第1天的战略总结。

技能族协议：

docs/reference/skill-families/foundation-sprint-skills-contract.md

。本技能属于

foundation-sprint-skills

技能族。

When to Use

适用场景

Day 1 afternoon of a Foundation Sprint, immediately after lunch.
The Basics bundled artifact is signed by the Decider; the customer, problem, advantage, and competitor map are committed.
The team is ready to commit to a strategic position the product will occupy.

Foundation Sprint第1天下午，午餐后立即开展。
Basics打包产出物已由Decider签字确认；客户、问题、优势及竞品图谱已确定。
团队已准备好确定产品将占据的战略定位。

When NOT to Use

不适用场景

Basics is unresolved or under negotiation. Differentiation depends on a stable input frame.
The team has already pre-chosen differentiators and just wants ratification. The skill is built for genuine decision-making; ratification theater wastes the afternoon.
The team has lost the room: low energy, no Decider, time pressure. Postpone or split into shorter blocks rather than rush.
This is a follow-up sprint and the existing differentiation still holds. Use Magic Lenses directly with the existing position.

Basics框架未达成共识仍在协商中。差异化工作依赖稳定的输入框架。
团队已预先选定差异化方向，仅需走流程确认。本技能用于真实决策流程，形式化的确认环节会浪费下午的时间。
团队状态不佳：精力不足、无Decider在场、时间紧张。应推迟或拆分为更短的工作块，而非仓促推进。
本次为后续冲刺，且现有差异化定位仍然有效。直接结合现有定位使用Magic Lenses即可。

What This Skill Produces

技能产出物

A single bundled artifact with five sections:

Scored differentiator candidates: a table of 8-15 candidate differentiators scored on three customer-perceived dimensions (customer pull, team can deliver, hard to copy). The top scorers advance to the 2x2 chart.
Two chosen differentiators: the two the team commits to as the strategic position.
2x2 differentiation chart: a customer-perceived chart plotting the chosen differentiators against the competitor set from Basics. The team's product position is named.
Decision principles: 3-5 principles operationalizing the differentiation. Each principle is a future-product rule ("we will always prefer X over Y").
Mini Manifesto: a one-page strategic summary written in the team's voice, naming the customer, problem, position, and what the product is NOT.

See

references/TEMPLATE.md

for the canonical structure and

references/EXAMPLE.md

for the Brainshelf example.

包含五个部分的打包产出物：

评分后的差异化候选方案：一张包含8-15个候选差异化方向的表格，从三个客户感知维度（客户吸引力、团队交付能力、难以复制性）进行评分。得分最高的候选方案进入2x2图表环节。
选定的两个差异化方向：团队确定的、作为战略定位核心的两个差异化方向。
2x2差异化图表：基于客户感知绘制的图表，以选定的两个差异化方向为坐标轴，结合Basics环节中的竞品集合进行标注。同时确定产品的定位名称。
决策原则：将差异化方向转化为3-5条可执行原则。每条原则都是未来产品决策的规则（如“我们始终优先选择X而非Y”）。
Mini Manifesto：以团队口吻撰写的一页式战略总结，明确客户群体、待解决问题、产品定位，以及产品不具备的特性。

规范结构可参考

references/TEMPLATE.md

，Brainshelf示例可参考

references/EXAMPLE.md

。

Sequence (150 minutes)

执行流程（150分钟）

Step 1: Generate differentiator candidates (15-25 min)

步骤1：生成差异化候选方案（15-25分钟）

Each team member produces 3-5 candidate differentiators silently. Cluster duplicates, then surface the full set (8-15 candidates is typical). The candidates can be classic (speed, price, simplicity, breadth, depth, trust) or custom (specific to this product or market).

每位团队成员独立构思3-5个差异化候选方向。合并重复项后，整理出完整的候选集合（通常为8-15个）。候选方向可以是通用类型（速度、价格、简洁性、广度、深度、信任），也可以是针对本产品或市场的定制化方向。

Step 2: Score candidates (25-40 min)

步骤2：候选方案评分（25-40分钟）

Score each candidate on three dimensions, 1-5 scale:

Customer pull: would this customer-perceived dimension actually drive a switch?
Team can deliver: can this team build and operate at this dimension competitively?
Hard to copy: how durable is the advantage if a competitor pivots?

Sum the three for a rough score. Top 5-7 candidates advance.

从三个维度对每个候选方案进行1-5分评分：

客户吸引力：该客户感知维度是否真的能促使客户转换选择？
团队交付能力：团队能否在该维度上构建并运营出竞争力？
难以复制性：若竞品调整策略，该优势的持久性如何？

将三个维度的得分相加得到粗略总分。得分前5-7的候选方案进入下一环节。

Step 3: Choose two differentiators (30-45 min via note-and-vote)

步骤3：选定两个差异化方向（30-45分钟，通过note-and-vote工具）

The team narrows to two differentiators through

tool-note-and-vote

. The two MUST be observable to the customer (not internal-team values) and deliverable by the team (not aspirational). The Decider supervotes if scoring produces a tie or the team is split.

团队通过

tool-note-and-vote

工具将候选范围缩小至两个差异化方向。这两个方向必须是客户可感知的（而非内部团队价值观），且团队能够交付（而非空想目标）。若评分出现平局或团队意见分歧，由Decider进行最终投票并说明理由。

Step 4: Plot the 2x2 chart (15-25 min)

步骤4：绘制2x2图表（15-25分钟）

Place the two differentiators as the chart axes. Plot the competitor set from Basics (including "do nothing"). Position the product where it can occupy unoccupied space. If the unoccupied position is too far from where competitors cluster, the team may be drifting into a niche that customers don't recognize; if the position overlaps with a strong competitor, the differentiation is not strong enough.

将两个选定的差异化方向作为图表坐标轴，标注Basics环节中的竞品集合（包括“不采取行动”选项）。将产品定位在未被占据的空白区域。若空白区域与竞品集群距离过远，团队可能陷入客户不认可的细分领域；若定位与强势竞品重叠，则差异化力度不足。

Step 5: Write decision principles (20-30 min)

步骤5：撰写决策原则（20-30分钟）

Convert the two differentiators into 3-5 operational principles. Examples:

"Capture is the first-class action. Every other feature waits behind a fast capture path."
"Private by default. Sharing is opt-in."
"Surface what's relevant when it matters. Not on a notification schedule."

Principles are NOT marketing copy. They are decision-making rules for future product calls.

将两个差异化方向转化为3-5条可执行原则。示例：

“捕获为核心操作。所有其他功能需在快速捕获路径之后提供。”
“默认隐私保护。分享为可选操作。”
“在合适的时机展示相关内容。不遵循固定通知时间表。”

原则并非营销文案，而是未来产品决策的规则。

Step 6: Mini Manifesto (15-25 min)

步骤6：撰写Mini Manifesto（15-25分钟）

The Decider drafts a one-page Mini Manifesto in the team's voice. Tone is plain, declarative, and direct about what the product is NOT (this is the part teams skip and shouldn't).

由Decider以团队口吻起草一页式Mini Manifesto。语气需直白、明确，并清晰说明产品不具备的特性（这是很多团队会忽略但至关重要的部分）。

Inference Inputs

推理输入

Input	What the skill does with it
Basics bundled artifact	Reads target customer (for "customer-perceived" check), problem (for "would this differentiator solve the problem"), advantages (for "can the team deliver"), and competitor map (for chart plotting)
Differentiation candidates	If pre-supplied, pre-populates the silent ideation board; otherwise the team generates them in Step 1

输入内容	技能用途
Basics打包产出物	读取目标客户（用于“客户感知”校验）、待解决问题（用于判断“该差异化方向是否能解决问题”）、团队优势（用于判断“团队能否交付”）及竞品图谱（用于图表绘制）
差异化候选方案	若预先提供，则自动填充至独立构思看板；否则由团队在步骤1中生成

Common Pitfalls

常见误区

Marketing-claim differentiators the product cannot deliver. "Best in class," "AI-powered," "delightful" are not differentiators; they are aspirations. The skill rejects these and prompts for evidence the team can deliver.
Differentiators that are not customer-perceived. "Beautifully architected code" matters to engineers, not customers. The skill enforces a "would a customer notice this in 30 seconds?" check.
Generic decision principles. "Simple" and "fast" do not operationalize anything. Principles must be actionable: "we will choose X over Y."
Treating chart, principles, and manifesto as separable artifacts. The chart positions the product; the principles operationalize the position; the manifesto communicates it. Without coherence, the Day 1 PM output is a pile of decks rather than a strategic summary.
Skipping the Mini Manifesto. Many teams stop after the chart. The manifesto matters because it forces the team to write what the product IS NOT, which is the test of whether the differentiation is real.

产品无法实现的营销式差异化宣称。“行业最佳”、“AI驱动”、“令人愉悦”并非差异化方向，而是空想目标。本技能会拒绝此类内容，并要求提供团队可交付的证据。
客户无法感知的差异化方向。“架构精良的代码”对工程师重要，但客户并不关心。本技能会执行“客户能否在30秒内注意到这一点”的校验。
通用化决策原则。“简洁”、“快速”无法指导实际操作。原则必须具备可操作性：“我们将选择X而非Y”。
将图表、原则和Manifesto视为独立产出物。图表明确产品定位；原则将定位转化为可执行规则；Manifesto传递定位信息。若三者缺乏一致性，第1天的产品管理产出将只是一堆零散文档，而非战略总结。
跳过Mini Manifesto环节。很多团队完成图表后就停止推进。Manifesto至关重要，因为它迫使团队明确产品不具备的特性，这是验证差异化是否真实的关键。

Decider Role

Decider角色

The Decider's responsibilities during Differentiation:

Confirm Basics is signed before this skill begins.
Listen during scoring without telegraphing preferences.
Supervote the two committed differentiators with rationale if the team is split.
Author or co-author the Mini Manifesto (it carries the Decider's voice).
Sign off on the bundled artifact before Day 1 ends.

Decider在差异化环节中的职责：

在本技能开始前确认Basics框架已签署。
在评分过程中倾听，不提前透露偏好。
若团队意见分歧，对两个核心差异化方向进行最终投票并说明理由。
主导或参与撰写Mini Manifesto（需体现Decider的立场）。
在第1天结束前签署打包产出物。

Canonical Sources

权威来源

Character Capital. "Foundation Sprint guide." Differentiation agenda and Mini Manifesto framing.
Knapp, J., and Zeratsky, J. Click. Day 1 afternoon sequence and differentiation discipline.
Knapp, J., and Zeratsky, J. "Introducing the Foundation Sprint." Lenny's Newsletter. Differentiation section and chart logic.

Character Capital. 《Foundation Sprint指南》。差异化环节议程及Mini Manifesto框架。
Knapp, J., 和 Zeratsky, J. Click。第1天下午流程及差异化方法。
Knapp, J., 和 Zeratsky, J. 《Foundation Sprint介绍》。Lenny's Newsletter。差异化章节及图表逻辑。

Cross-Skill Usage

跨技能关联

Prerequisites:

tool-foundation-sprint-basics

. The Basics bundled artifact is the load-bearing input.

The skill invokes

tool-note-and-vote

at least once (to choose the two differentiators). Additional note-and-vote invocations may happen for the principles list if the team is split.

Next invocation:

tool-foundation-sprint-approach-options

on Day 2 morning. The chosen differentiators and the decision principles constrain which approach options are in-scope.

前置技能：

tool-foundation-sprint-basics

。Basics打包产出物是核心输入。

本技能至少会调用一次

tool-note-and-vote

（用于选定两个差异化方向）。若团队在原则列表上存在分歧，可能会额外调用该工具。

后续技能：次日上午的

tool-foundation-sprint-approach-options

。选定的差异化方向和决策原则将限定方案选型的范围。

Decider Checkpoint

Decider检查点

This skill ends with a Decider Checkpoint in

references/TEMPLATE.md

. The Decider signs off on the two differentiators, the 2x2 position, the principles, and the Mini Manifesto as the Day 1 strategic summary. Without sign-off, Day 2 starts on an unstable strategic foundation.

本技能结束时，需在

references/TEMPLATE.md

中完成Decider检查点。Decider需对两个差异化方向、2x2定位、决策原则及Mini Manifesto进行签字确认，作为第1天的战略总结。若无签字确认，第2天将在不稳定的战略基础上开展工作。