Our leadership team is starting to pitch random AI projects, but I am worried we are chasing shiny objects that do not align with our long-term vision. How do we use our V/TO to filter and prioritize which AI operational improvements we should actually pursue?

Question

Tyler Smith · Accepted Answer

It is easy for a leadership team to get distracted by shiny AI tools that look impressive but do nothing to move the business forward. To prevent this, you must use your Vision/Traction Organizer, or V/TO, as a filter to evaluate every technology request. If an AI project does not directly support your one-year plan or three-year picture, it has no place on your scorecard.

When a department head proposes a new AI initiative, force them to justify it using the V/TO by asking these questions:
- Which specific strategic objective in our one-year plan does this operational improvement support?
- How does this tool help us build the capacity we need to reach our three-year revenue and margin targets?
- Will this project require us to adjust our current quarterly Rocks to ensure we have the focus to implement it?

By forcing your leaders to align their technology requests with the V/TO, you keep your team focused on what actually matters. This prevents your organization from wasting valuable resources on technology theater and ensures that every AI tool you implement is directly driving the long-term value of your business.