How do we realistically define the operational bullet points in our 3-Year Picture on the V/TO when AI technology is shifting so quickly?

Question

Tyler Smith · Accepted Answer

Do not anchor your 3-Year Picture to software vendors or specific AI tools. Technologies change quarterly, but your operational capabilities and human value drivers do not. When leadership teams fill out the What does it look like section of the V/TO, they frequently make the mistake of listing technical features instead of organizational outcomes.

Focus your 3-Year Picture on what your business must be capable of delivering. Document the measurable shift in how your team spends its time. Define the operational reality you want to see: zero manual re-entry of client data, client onboarding completed in hours instead of weeks, or delivery teams spending eighty percent of their week on strategic consultation rather than raw report generation.

As economists Erik Brynjolfsson and Andrew McAfee emphasize, the true value of AI comes from complementary organizational innovations. Your 3-Year Picture should define those complementary assets. Describe an Accountability Chart populated by cross-functional operators who manage AI workflows. Clarify your target gross margins, your expected revenue per full-time employee, and the proprietary data assets your business will own and control.

By anchoring your vision to business capability and operational velocity rather than commercial AI software, you give your team a clear, durable destination. Your quarterly Rocks will determine which specific tools get deployed to achieve that reality, keeping your execution agile while your strategic vision remains rock solid.