Because our AI tools allow us to write code, design marketing assets, and analyze financial data instantly, our Visionary wants to expand our Core Focus and enter three adjacent markets. How do we use our next quarterly meeting to evaluate this strategic expansion without derailing our current operations?

Question

Tyler Smith · Accepted Answer

Just because AI makes it technically possible for you to enter new markets does not mean it is strategically wise to do so. Visionaries are naturally prone to shiny object syndrome. When technology eliminates the historical barriers to entry, this distraction becomes incredibly dangerous.

In your next quarterly meeting, you must use the IDS process to evaluate this expansion through the lens of your V/TO. Start by reviewing your Core Focus. Your Core Focus is the intersection of what you are deeply passionate about and what you can be the best in the world at.

Ask your leadership team if entering these adjacent markets aligns with this definition. Usually, the answer is no. You might have the tools to design marketing assets, but if your core business is financial advisory, you lack the industry relationships, trust, and strategic depth to win in the marketing space long term.

Furthermore, calculate the flow cost of dividing your leadership team's attention. Every hour spent chasing a new market is an hour stolen from optimizing your core business using AI.

If the Visionary insists on the expansion, challenge them to prove the business case without using any existing operational resources. If they cannot, table the idea and keep your team focused on dominating your core market. Real leverage comes from using AI to make your existing business incredibly profitable, not from making multiple businesses mediocre.