We have completed our V/TO but find that our leadership team still suffers from shiny object syndrome, chasing new business ideas that do not align with our core focus. How do we use the V/TO as an active filter to kill bad ideas before they distract the company?

Question

Tyler Smith · Accepted Answer

The V/TO® is not a static business plan that you write once a year and tuck away in a digital drawer. It is a dynamic filter designed to protect your company from shiny object syndrome. When your Visionary or another leadership team member comes to the table with a new, exciting business idea, your first reaction should not be to launch a project. Your first reaction must be to pull out the V/TO®. You must evaluate every new opportunity against your Core Focus and your 10 Year Target. If the new idea does not align with your Core Focus, it is a distraction, regardless of how much short term revenue it promises. If it does not actively move you closer to your 10 Year Target, it is a waste of your resources. To make this practical, the Integrator must run the quarterly planning sessions with the V/TO® as the gatekeeper. Before any new initiative is allowed to become a quarterly Rock, it must pass a strict filter. - Does this opportunity fit our niche? - Does this opportunity align with our core values? - Do we have the capacity in our current Accountability Chart to execute this without dropping our existing priorities? If the answer to any of these questions is no, the idea is tabled or killed. By using the V/TO® as an active operational filter, you protect your team from burnout and ensure that your resources are concentrated on the things that actually build enterprise value.