Stories, epics, and initiatives: How I’d use the levels
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Use each level for a different conversation
I use an initiative to describe a meaningful strategic outcome or investment area, an epic to group a substantial product capability or problem, and a user story to express a small slice of value or learning. The exact labels vary by organization, so I define the terms locally before building a hierarchy.
The levels should help people move between conversations. Leaders may discuss an outcome and investment; a product team may shape an epic; the delivery team may decide what slice to test next. None of the levels should become a substitute for understanding the user.
Keep the links useful
I would write an initiative with the problem, intended outcome, boundaries, and evidence that would change our investment. An epic would clarify the users, workflow, risks, and success signals. A story would describe a small, testable slice with enough context for the team to discuss acceptance and quality.
I would avoid decomposing work only to create a large hierarchy of tickets. If a story cannot be understood without reading several layers of parent issues, the structure is not helping. I would also keep discovery work visible when it is necessary to reduce uncertainty.
Inspect the system
I would review whether the hierarchy improves prioritization, dependency conversations, and learning. I would not use the number of stories completed as a proxy for value or compare teams by ticket volume.
Good levels of planning preserve the connection between customer outcomes and daily work while leaving the team room to make sensible implementation choices.
Once the hierarchy is clear, user stories for product managers help translate the outcome into a slice the team can understand and test.
My bottom line
I use this approach to make the work clearer, not to add process for its own sake. Start with the problem, make the trade-offs visible, and revisit the decision when evidence changes.
If you are building the fundamentals behind this kind of work, the Product HQ technical product manager certification is a useful next step. I also share practical lessons in the Product HQ newsletter.
