When we build our 3-Year Picture, we are struggling to project our future organizational size because AI keeps shifting the goalposts. How do we define our future state on the V/TO® when we do not even know what roles will exist in thirty-six months?

Question

Tyler Smith · Accepted Answer

Writing a 3-Year Picture in an AI-driven market can feel like painting on a moving train. The secret is to stop focusing on specific technology tools and start focusing on organizational capabilities and structural leverage.

On your V/TO®, define your future state using output-based metrics. Focus on your target revenue, your targeted profit margin, and your target revenue-per-employee metric.

Instead of projecting specific job titles for your Accountability Chart three years out, outline the core functions you will need to support your growth. You will always need someone to sell, someone to deliver, and someone to manage the operations, regardless of the tools they use.

Then, define the GWC™ criteria for those future seats around adaptability and tech orchestration. You are looking for people who excel at using technology to amplify their output.

Ensure your 3-Year Picture explicitly references how you will utilize AI to keep your headcount lean and your margins high. This clarity is highly attractive to future buyers.

Under the Step by Step Exit model, showing a clear, technology-leveraged strategy for the next three years gives buyers confidence that your growth is sustainable and that the business is not dependent on a bloated, expensive team.