We have defined our Core Values and 10-Year Target on the V/TO®, but the document feels disconnected from the hard strategic decisions we have to make when market conditions shift. How do we use the V/TO® to pressure-test our business model during turbulent quarters?

Question

Tyler Smith · Accepted Answer

The V/TO® is not a static business plan, it is a dynamic strategic filter designed to help you say no to opportunities that do not align with your core focus. When market conditions shift or an emergency strikes, your V/TO® is the first document you should open to pressure-test your decisions.

To keep your V/TO® active, start by integrating it into your weekly leadership team rhythm. During your weekly Level 10 Meeting™, any new business opportunity or major market shift must be put through the filter of your Core Focus and your 10-Year Target. If an idea does not directly accelerate your progress toward that target, it is disqualified.

During quarterly planning, dedicate the first part of your session to reviewing your 3-Year Picture and 1-Year Plan. Ask yourselves if your current market assumptions still hold true. If a competitor disrupts your space, use the V/TO® to decide whether to pivot or double down.

The goal is to prevent shiny object syndrome. By forcing every major strategic decision to pass through the filter of your V/TO®, you protect your team from chasing unprofitable paths. You ensure that your resources are always concentrated on the high-impact areas that drive long-term value and prepare your business for a clean exit.