Add multi-platform export generator (single source of truth)
Make the library multi-platform without duplicating content. Each skills/<name>/SKILL.md body remains the single source of truth; a new generator renders platform-ready exports from it. - scripts/build-exports.mjs — dependency-free Node generator with a PLATFORMS registry so new platforms (Gemini, Cursor, …) are a few lines. Ships ChatGPT exports at exports/chatgpt/<bundle>/<skill>/SYSTEM_PROMPT.md (172 skills), plus generated index READMEs. Supports --platform and --check. - exports/ — generated ChatGPT system prompts, ready to paste into a Custom GPT. - .github/workflows/check-generated.yml — fails a PR if exports or web/skills.json drift from the source skills. - README "Works With" now documents the ready-to-use exports and regen command. - CHANGELOG + SKILL-AUTHORING-STANDARD note the generated artifacts. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com> Claude-Session: https://claude.ai/code/session_016JWn5jRD5tcEFKrubjQ6Px
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# Roadmap Presentation Skill
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Build roadmaps that tell a strategy story — not just a list of features with dates. Every roadmap output is audience-calibrated: executives get outcomes, teams get specificity, customers get value.
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## Required Inputs
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Ask the user for these if not provided:
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- **Audience** (executive/board, cross-functional, engineering, customers — changes format significantly)
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- **Prioritised initiative list** with rough timelines or quarters
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- **Company OKRs or strategic goals** (to anchor the narrative)
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- **Period covered** (Q1, H1, full year, etc.)
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## Audience Calibration
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Always ask who the audience is before building:
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| Audience | They care about | Format |
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| **Executive / Board** | Business outcomes, revenue, risk, strategic alignment | Outcome-led, 3 columns (Now / Next / Later), no sprint detail |
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| **Cross-functional stakeholders** | Dependencies, timelines, their team's involvement | Theme-based, with dependency callouts |
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| **Engineering team** | Specificity, sequencing, technical constraints | Detailed, with epics and rough sizing |
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| **Customers / External** | Value delivered, no internal detail | Benefits-focused, no dates — "Coming soon / In progress / Done" |
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---
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## The Now / Next / Later Framework
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Standard output structure:
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**NOW** (Current quarter — high confidence, committed)
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- What we're building and why
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- Expected outcomes
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**NEXT** (Following quarter — medium confidence, directional)
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- Themes and initiatives
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- Key hypotheses being tested
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**LATER** (6–12 months — low confidence, aspirational)
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- Strategic bets
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- Dependencies that need to resolve first
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⚠️ Never put specific dates on "Later" items. Use quarters or halves.
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---
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## Roadmap Narrative Template
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Every roadmap needs a narrative, not just a timeline. Structure it as:
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1. **Where we are** — current product state and key metrics
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2. **The problem we're solving** — what's holding customers or the business back
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3. **Our strategic bets** — the themes that guide this roadmap
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4. **What we're building** — Now / Next / Later breakdown
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5. **How we'll know it's working** — success metrics per theme
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6. **What we're not doing** — explicit deprioritisation with rationale
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---
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## Output Format
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### Product Roadmap — [Product Area] — [Quarter/Year]
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**Audience:** [Executive / Team / Customer]
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**Roadmap Owner:** [PM Name]
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**Last Updated:** [Date]
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**Confidence Level:** Now = High | Next = Medium | Later = Low
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---
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**Strategic Context:**
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> [2–3 sentences: what company/product goal does this roadmap serve?]
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**Guiding Themes This Period:**
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1. [Theme 1] — [1-line rationale]
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2. [Theme 2] — [1-line rationale]
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3. [Theme 3] — [1-line rationale]
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---
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**NOW — [Quarter]**
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| Theme | Initiative | Outcome Expected | Team | Status |
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| [Theme] | [What we're building] | [Metric it moves] | [Owner] | In Progress / Starting |
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**NEXT — [Quarter]**
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| Theme | Initiative | Hypothesis | Dependencies |
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| [Theme] | [What we plan to build] | [If we build X, we expect Y] | [What needs to be true first] |
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**LATER — [H2 / Next Year]**
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| Theme | Strategic Bet | Why Later |
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| [Theme] | [What we might build] | [What's blocking or uncertain] |
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---
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**What We're NOT Building (and Why):**
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- [Requested initiative] — Deprioritised because: [reason]
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- [Requested initiative] — Deprioritised because: [reason]
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**Success Metrics for This Roadmap:**
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| Metric | Now Target | End of Year Target |
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| [Metric] | [X] | [Y] |
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---
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## Guidelines
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- Never let a roadmap become a commitment list — frame everything outside "Now" as directional
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- Always include a "not doing" section — it prevents the roadmap from becoming a wish list in disguise
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- For executive audiences: lead with the outcome the roadmap delivers to the business, not the features
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- Recommend a roadmap review cadence: monthly for Now items, quarterly for Next/Later
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- If dates are demanded for Later items: use quarters (Q3 2026), not specific dates
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## Quality Checks
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- [ ] Format matches the audience (executives don't get sprint-level detail)
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- [ ] NOW items are committed with owners; NEXT items are directional; LATER items are aspirational
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- [ ] "What We're NOT Building" section has at least 2 items with rationale
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- [ ] Success metrics are specified per theme (not just a list of features)
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- [ ] Language is free of internal jargon — tested by asking: "could an external stakeholder understand this?"
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## Anti-Patterns
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- [ ] Do not put specific dates on NEXT or LATER items — use quarters or halves to signal appropriate confidence levels
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- [ ] Do not show the same level of detail to executives and engineers — calibrate depth to audience or you lose both
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- [ ] Do not omit the "What We're NOT Building" section — a roadmap without explicit deprioritisation becomes a wish list
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- [ ] Do not present LATER items as commitments — frame everything outside NOW as directional, not promised
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- [ ] Do not skip the success metrics section — without it, stakeholders cannot evaluate whether the roadmap is working
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