How do we use our V/TO® to resolve major capital allocation and resource conflicts when two departments both claim their projects are critical to our 3-Year Picture™?

Question

Tyler Smith · Accepted Answer

A V/TO® is not a static strategic plan that sits in a binder. It is your ultimate decision-making filter. When two departments are fighting over capital or resources, it is usually because they are operating in silos rather than looking at the business through the lens of your core target.

To resolve this conflict, pull out your V/TO® and walk through a structured filter.

- First, look at your Core Focus. Does either project align more directly with your core purpose and niche? If one project expands your footprint while the other stabilizes your core business, the core business almost always wins.
- Second, look at your 3-Year Picture™ and 1-Year Plan. You must ask which project is the absolute prerequisite for hitting those specific milestones. If you do not hit your 1-Year Plan, your 3-Year Picture™ is irrelevant.
- Third, run both initiatives through the lens of your Target Market. Which project delivers more value to your ideal customer?

By forcing both department heads to argue their case using the exact language of the V/TO®, you remove personal bias, political maneuvering, and departmental ego from the equation. The debate shifts from which leader is more persuasive to which project accelerates your stated vision. If the V/TO® does not make the answer obvious, it means your vision is still too vague. Refine the V/TO® until it is sharp enough to act as a clear filter for your resources.