Because our AI integrations have freed up substantial capacity in our creative department, our team is pitching new service lines that fall outside of our historical expertise. How do we use our V/TO Core Focus and the Accountability Chart to evaluate whether we should expand our offerings?

Question

Tyler Smith · Accepted Answer

When AI automation frees up capacity, your team will naturally look for ways to fill that time. This often leads to shiny object syndrome, where the team wants to launch new, untested service lines that pull you away from your core business.

To maintain control, you must evaluate these opportunities against your V/TO® Core Focus. Ask your leadership team if these proposed services directly align with your target market and your core purpose.

If a new service line falls outside your Core Focus, you must reject it, regardless of how easy it is to deliver using AI.

Next, review your Accountability Chart. Launching a new service requires clear seat ownership. Do you have a leader who has the GWC™ to run this new line of business, or will it distract your Integrator from stabilizing your core operations?

If you do not have the structural capacity or the strategic alignment, use your next Level 10 Meeting™ to IDS® the issue and put a hard stop to the distraction.

Redirect your team's excess capacity toward deepening your existing client relationships and strengthening your core market position.