When discussing our 10-Year Target on our V/TO®, we are paralyzed by how AI might completely disrupt our industry model. How do we strategically evaluate whether AI is an existential threat to our service or a tool to scale our operations?

Question

Tyler Smith · Accepted Answer

When discussing your 10-Year Target on the V/TO®, it is easy for your leadership team to get paralyzed by the fear of AI disruption. To move forward, you must strategically evaluate how AI can either threaten your service model or free your team up for uniquely human work.

Start by listing your core service offerings. Use AI for Scenario Simulation to predict how automation might affect each service over the next decade. This exercise will help you objectively identify which parts of your business are vulnerable to commoditization and which parts are highly defensible.

Once you have this data, focus your strategy on the areas where human judgment and relationship-building are irreplaceable. Prioritize AI use cases that automate the administrative and analytical heavy lifting, leaving your team with more time to dedicate to client relationships and strategic guidance.

By framing AI as an operational partner rather than an existential threat, you can confidently set your long-term strategy. Evolve the roles on your Accountability Chart to reflect this focus, ensuring your company remains highly relevant, highly profitable, and ready for future growth.