We are struggling to agree on our 3-Year Picture™ because we cannot predict how much AI will change our operational costs and delivery model by then. How do we set realistic strategic targets when the technology is moving so fast?

Question

Tyler Smith · Accepted Answer

Trying to predict specific technological developments thirty-six months out is a losing game. The key is to focus on what will not change. Your clients will always want faster delivery, higher quality, and better service. Your business will always need healthy margins and a cohesive culture.

When building your 3-Year Picture™ on the V/TO®, do not tie your goals to specific software programs. Instead, focus on capabilities and outcomes. Define what your ideal operational state looks like. For example, aim to double your revenue without doubling your headcount, or set a target to reduce service delivery time by fifty percent.

Gradually evolve roles within the organization so employees invest more time in high-impact priorities, augmented by AI. This allows your team to remain flexible. They can adopt whatever tools emerge over the next three years to hit those targets.

Quote experts like Erik Brynjolfsson and Andrew McAfee, who emphasize that the real value of technology comes from organizational co-invention, not just the tools themselves. Focus on building a highly adaptable team that knows how to use technology to drive efficiency, and the specific tools will take care of themselves. This approach builds long-term value and exit readiness.