Our leadership team is struggling to write our 3-Year Picture on the V/TO® because AI is evolving so rapidly that we cannot predict what our industry will look like in thirty-six months. How do we plan a realistic three-year strategy when the technology is a moving target?

Question

Tyler Smith · Accepted Answer

Many owners make the mistake of trying to predict specific software features three years out. That is a losing game. Your 3-Year Picture on the V/TO® should not focus on specific AI tools, but rather on the capabilities, capacity, and cost structure of your business. To build a robust strategic plan, shift your focus to what Erik Brynjolfsson and Andrew McAfee call the organizational complements. Focus on how your team will work, not just what tools they will use. Paint a picture of your future organization where your employees are freed from low-value, repetitive tasks and are instead fully focused on high-value, relationship-driven strategic work. Detail your expected revenue per employee, which should scale significantly as AI handles the administrative baseline. In your Level 10 Meeting™, use IDS® to solve the immediate operational bottlenecks that prevent you from achieving this vision. Your 3-Year Picture should define the destination, such as a highly profitable, low-overhead company prepared for a Step by Step Exit, while your 1-Year Plan and quarterly Rocks provide the agility to pivot your tools. By focusing on building an adaptable team that GWC™ their evolving, AI-augmented roles, you ensure your strategic direction remains steady even as the underlying technology shifts every month.