As a product manager, how to get better at framing and articulation? Any framework?

To get better at framing and articulation as a product manager, focus on being clear about the business and user problems you're solving. This approach is similar to writing a good Product Requirements Document (PRD), where you detail the problem, the target users, and the desired outcomes. It's about breaking down complex ideas into understandable parts and connecting them to real needs.

For more detailed steps and examples, refer to the article on writing a PRD at How to Write a PRD. Start by writing a good PRD, then use the output of that PRD to craft the narrative you'd tell executives, colleagues, etc. about "why does this matter to the company? why now? and how we are solving it."

Your ability to frame and articulate a topic is only as good as your understanding of that topic - be sure you deeply understand what you're going to talk about.

Be targeted in the audience you're communicating too so that everybody is relevant and can contribute. Who you're communicating to will also determine the level of detail you provide. 

Once you’ve done that to the best of your ability, I like to use a framework like this, with bullet points to ensure the message is easy to digest:

Context

• Short concise background statements to frame the situation

Problem statement

• Keep the problem high level so folks can follow it, and use simple data where you can (e.g. issue impacts 5% of active customers) 

Next steps (solution, recommendation, help needed)

• Come with a well thought out and viable solution if you can but at minimum come with specific next steps on how you want to proceed. 

• If you're asking for help - be extremely clear on what you need (e.g. I am asking for 1 engineer to help me assess the impact of this bug

• in product reviews, when an exec/lead asks you something about your product decision, don’t table it and say “idk, we’ll assess and circle back with you in xx days”, rather just say what you think ought/should happen. You could state that these are assumptions and you could/should validate later. But as a PM, you’re paid to have an opinion on the spot, and oftentimes we don’t have all the data/research at our fingertips. At least the exec could course correct you on the spot in case you need misdirection, so you don’t fall into a rabbit hole

• in presos to execs, lead with the spicy thing first (the solution, the recommendation, etc..) and have the justification/rationale/analysis follow it. for non-exec presos, it’s generally recommended to reverse the order. This may be obvious, but I’ve seen it overlooked sometimes.

• expose a healthy dose of skepticism, call out product/market risks/assumptions - but do it in the latter half of the preso, If you only present positive info, folks naturally get suspicious around what are you hiding
  
  (this was inspired by Mihika Kapoor's talk at Lenny's Summit earlier this year, but it's principles I've adhered to and shared with my PMs for the past couple years)

The best way to get better is framing and articulation is to understand what works best for your organization based on lifecycle stage, market type and product type. You may want to try framing using a few different types of strategies to see what fits best. The most popular frameworks are:

1. Lean Product Management: This framework emphasizes the importance of iterating quickly and frequently, using customer feedback to inform decisions, and minimizing waste in the product development process. It encourages product managers to start with a minimum viable product (MVP) and gradually build on it based on customer feedback.
2. Design Thinking: This framework prioritizes empathy for the user, with a focus on understanding their needs, motivations, and pain points. It involves a process of ideation, prototyping, and testing to develop products that meet user needs and provide a great user experience.
3. Jobs to be Done: This framework is centered around understanding the underlying needs and motivations of users. It involves identifying the “jobs” that users are trying to accomplish, and designing products that meet those needs in the most effective way possible.
4. Product-Led Growth: This framework is focused on using the product itself as the primary driver of growth. It involves building products that are intuitive, easy to use, and provide clear value to users, with a focus on viral growth and customer acquisition through word-of-mouth.

Ultimately, the best framework for articulating product vision and strategy will depend on the specific needs and goals of your organization, as well as the preferences and skills of your team. It may be helpful to experiment with different frameworks and adapt them to your specific context over time.