We are sitting down to update our 3-Year Picture™ on the V/TO®, but we are struggling to define our future core offerings because AI is rapidly commoditizing our current primary services. How do we paint a clear picture of our business three years out when our service delivery model is in complete flux?

Question

Tyler Smith · Accepted Answer

When mapping out your 3-Year Picture™ in a rapidly changing technological landscape, you must focus on the strategic outcomes your business delivers rather than the specific manual methods you use to deliver them. As experts like Erik Brynjolfsson and Andrew McAfee emphasize, AI is a powerful tool that shifts how work is executed, but it does not change the fundamental business need for trust, strategy, and results.

To align your leadership team, prioritize defining the future value of your human capital. If technology is commoditizing your execution, your 3-Year Picture™ must show your business evolving into an indispensable complement to that cheap technology. Focus your milestones on high-value strategic consulting, client relationship depth, and complex problem-solving.

Articulate a clear vision of your future market position on your V/TO®, then empower your leadership team to develop the operational plans to transition your service lines over time. By grounding your three-year goals in high-level client outcomes and strategic advisory roles rather than specific software outputs, you build a flexible roadmap that keeps your business highly profitable and relevant.