We are trying to scale our operations using new AI tools, but my leadership team is split. Half wants to build custom software and the other half wants to buy off-the-shelf systems. How do we resolve this technology deadlock using our V/TO?

Question

Tyler Smith · Accepted Answer

A divided leadership team is a stalled business. When you are split on major technology decisions, you waste time and money while your competition passes you by. To break this deadlock, you must take the discussion out of the technical weeds and bring it back to your V/TO. Start by looking at your three-year picture and your one-year plan. Ask yourselves which option directly supports those goals with the least amount of operational risk. Building custom software is expensive and time-consuming, while off-the-shelf software is faster to implement but might require you to adapt your existing processes. Next, look at your core focus. If building software is not part of your core competency, you should almost always buy off-the-shelf. Do not let your leadership team get distracted by shiny object syndrome. Your resources should be focused on what makes your business unique and valuable to a buyer. Bring this issue to your next IDS session. Have both sides present their arguments based on facts, costs, and resources, not emotions. Assess which path aligns best with your capacity. Once a decision is made using your V/TO as the guide, every member of the leadership team must actively support it. There can be no passive-aggressive resistance. Aligning your technology strategy with your long-term business goals is the only way to build an exit-ready company.