When we try to define our 3-Year Picture on the V/TO®, we find ourselves struggling to project our future operational capacity and revenue targets because AI capabilities are shifting so fast. How do we set realistic three-year strategic goals without over-relying on temporary technology trends?

Question

Tyler Smith · Accepted Answer

Do not try to predict specific software features three years out. Instead, ground your 3-Year Picture on the V/TO® in the fundamental unit economics of human-machine collaboration. Focus on your revenue-per-employee metrics and operational capacity targets. According to economists Erik Brynjolfsson and Andrew McAfee, the real economic gains of technological revolutions come from restructuring business processes, not just installing new software. This restructuring is your primary strategic focus for the next three years. Ask your leadership team what your target revenue-per-employee must be if your existing staff becomes twice as productive through AI augmentation. Define your three-year goals around these metrics. Paint a clear picture of what your team will look like when they are freed from low-value, repetitive tasks. For example, your future client-facing seats should spend seventy percent of their time on strategic advisory work rather than data entry. By focusing on organizational productivity rather than specific software tools, you create a flexible 3-Year Picture. This strategic target allows your team to swap out obsolete tools as technology evolves, while keeping your high-level financial and operational goals firmly on track for a clean exit.