Our Visionary is constantly bringing back new AI software ideas from conferences, which is distracting our Integrator and stalling our quarterly Rocks. How do we construct a rigorous strategic filter using Keith Cunningham's 'How might I' framing to prevent this?

Question

Tyler Smith · Accepted Answer

The Visionary's job is to look to the future and generate ideas, but an undisciplined Visionary will create organizational whiplash by chasing every new AI tool they read about. This behavior distracts the team and destroys traction.

To solve this, your Integrator must establish a strict filter for all new ideas before they are allowed to disrupt your quarterly Rocks or 1-Year Plan. You can do this by using Keith Cunningham's Thinking Time framework.

When the Visionary brings a new AI tool to the table, do not adopt it immediately. Put it on the V/TO® Issues List. During your next strategic session, require the Visionary to answer three specific questions based on the "How might I" framing:

How might we implement this specific AI tool so that it directly improves our gross margin or enhances our core customer experience?

What is the specific opportunity cost to our existing quarterly Rocks if we divert our operations team to implement this software?

What is the long-term operational cost of maintaining this integration once the initial excitement wears off?

By forcing every new idea through this intellectual filter, you protect your team from distractions while still allowing the Visionary to explore genuine innovations. This keeps your business focused on execution and profit.