When AI makes rapid turnaround times table stakes across our industry, how do we evolve our Three Uniques on the V/TO so our firm does not get trapped competing purely on turnaround speed?

Question

Tyler Smith · Accepted Answer

Speed is an operational capability, not a sustainable strategic differentiator. When every competitor purchases access to the same foundational AI models, turnaround time compresses for everyone. If your marketing and positioning rely exclusively on being the fastest provider, you will find yourself in a race to the bottom that destroys your margins.

To protect your pricing power on the V/TO, look closely at your Three Uniques. Your uniques must represent a rare combination of qualities that your target market values and that competitors cannot easily replicate. Speed can be a supporting element, but the core of your differentiation must rest on uniquely human assets: proprietary institutional data, complex industry domain expertise, accountability for outcomes, and trusted strategic advisory relationships.

Review your Proven Process. Reposition your methodology so rapid initial drafts or automated data syntheses are simply the entry point of your service. The real value lies in how your experienced leadership interprets findings, pressure tests edge cases, and guides clients through high stakes business decisions. You are selling certainty and accountability, not raw processing speed.

Bring this issue to your next quarterly planning session. Use the IDS process to challenge every differentiator currently listed in your Marketing Strategy. If a competitor can match one of your uniques simply by subscribing to a commercial AI software vendor, cross it off. Replace it with complementary organizational assets, specialized workflows, and deep client integration that software alone cannot deliver.