We built our V/TO® but it still feels like a static strategic plan that we only look at once a quarter. How do we build a daily operational rhythm that forces us to make hard business decisions based on this document?

Question

Tyler Smith · Accepted Answer

Treat the V/TO® as a living filter, not a static document. If it is only opened during quarterly sessions, it is failing. To make it operational, every major leadership team decision must be put through the filter of your Core Values, Target Market, and 3 Year Picture. Start by bringing your V/TO® into your weekly Level 10 Meeting™. Use the issues list on the V/TO® as the direct source for your weekly IDS® sessions. This prevents your leadership team from ignoring your long term goals when dealing with short term fires. Next, ensure your marketing and sales seats are directly targeting the exact demographic specified in your Target Market. If an opportunity arises that is outside this niche, the answer is a hard no. Aligning your hiring is equally critical. Use the Core Values from your V/TO® directly in your hiring interviews and quarterly performance reviews. By forcing every personnel decision and strategic pivot to align with these defined parameters, you transition the document into an active operational system. You will begin to see a dramatic reduction in shiny object syndrome because your team has a clear, agreed upon framework to vet new ideas before they consume your capital.