We are sitting down for our annual planning session, but the pace of AI advancement is making our 3-Year Picture feel like complete science fiction. Our Visionary wants to overhaul our entire target market based on predictive AI capabilities, while our Integrator wants to stick to the proven business model. How do we resolve this strategic divide?

Question

Tyler Smith · Accepted Answer

It is common for a Visionary to get shiny object syndrome when looking at the rapid pace of AI, while the Integrator is pulling their hair out trying to hit this quarter's numbers. To resolve this, you must use your V/TO as your strategic anchor.

During your annual planning session, separate your long-term vision from your short-term execution. Your 10-Year Target can remain an aspirational destination, but your 3-Year Picture must be grounded in operational reality. Accept that you cannot predict the exact software stack you will use in three years, but you can predict the problems your customers will have.

Focus your 3-Year Picture on capabilities, not specific technologies. For example, instead of writing that you will use a specific LLM, focus on the capability of delivering instant service or keeping human headcount flat while doubling revenue.

Once the leadership team agrees on the 3-Year Picture, hand the immediate execution back to the Integrator. The next twelve months are about hitting your 1-Year Plan and completing this quarter's Rocks. The Visionary must agree to stop introducing new AI tools during the quarter. If a new idea arises, park it on the Issues List for the next quarterly planning session. This keeps the company stable while remaining adaptable to technological shifts.