Our leadership team is constantly distracted by shiny new AI tools and potential software products we could build, which is pulling us away from our core service business. How do we use our Core Focus on the V/TO to filter these technological opportunities so we do not waste capital on distracting software development?

Question

Tyler Smith · Accepted Answer

To prevent your leadership team from being derailed by shiny AI opportunities, you must use your Core Focus on the V/TO as a strict strategic filter. If an AI project does not align with your purpose and niche, it is a distraction that will waste your capital.

Whenever a team member proposes a new AI software venture or custom tool, put it on the Issues List. During your next quarterly planning session, run the idea through your Core Focus filter. Ask two questions: does this project align with our core passion, and does it directly serve our target market within our operational niche?

If the answer to either question is no, the idea must be shelved. Do not allow your team to spend valuable resources building software products unless your core business strategy is explicitly transitioning to a technology model.

If the tool is intended for internal efficiency rather than a new commercial product, evaluate whether it directly improves your current service delivery. Use IDS to debate the operational return on investment. If it passes, turn it into a quarterly Rock and assign a single owner on the Accountability Chart. This disciplined approach ensures you leverage technology to scale your existing business without losing your strategic focus.