How do we use the V/TO® to align our long term product roadmap and prevent shiny object syndrome from derailing our annual goals?

Question

Tyler Smith · Accepted Answer

The V/TO® is not a static business plan. It is a filter that keeps your leadership team focused on what you do best. When shiny new product ideas or market opportunities threaten to derail your operational capacity, you must put them through your Core Focus™ and ten year target.

Every time a new initiative is proposed, the leadership team must ask whether it directly supports your Core Focus™ and moves you closer to your long term goal. If it does not, the discussion is over. It does not go on the agenda, and it does not get funded.

To make this practical, bring your V/TO® to life during your weekly Level 10 Meeting™. When someone raises a new product idea, do not dive into a long discussion. Immediately put it on the Issues List. During the IDS® portion of the meeting, use your target market and Core Focus™ as the boundaries for your decision making.

Additionally, use your quarterly planning sessions to review any major opportunities that were shelved. This keeps your entrepreneurial spirit alive while protecting your team from distraction. If an opportunity is truly game changing, it must wait until the next quarter to be integrated into your annual plan. This discipline ensures that your operations remain stable while you systematically evaluate growth.