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What is the V/TO?

The V/TO™, or Vision/Traction Organizer™, is the two-page foundational tool in the Entrepreneurial Operating System® (EOS®) that captures a company’s complete vision and plan on one piece of paper, front and back. It answers the eight questions every leadership team must agree on: Core Values, Core Focus™, 10-Year Target™, Marketing Strategy™, 3-Year Picture™, 1-Year Plan™, Quarterly Rocks, and Issues List.

The V/TO gets the vision out of the leadership team’s head and onto paper, where it can be communicated, shared, and executed. It is the single most important document in a company running on EOS.

Why the V/TO exists

Most entrepreneurs have a vision for their business. Very few can articulate it clearly, and almost none have it shared by their leadership team. The result is chaos disguised as activity.

The V/TO solves this in two pages. Page one is the Vision. Page two is the Traction. Together, they answer the eight questions that turn a hope into a plan.

When every leader on a team can recite the same Core Values, the same Core Focus, the same 10-Year Target, and the same quarterly Rocks, the company gains a superpower. Alignment.

The two pages of the V/TO

Page 1: Vision

Page one answers the long-range questions about where the company is going.

  • Core Values
  • Core Focus
  • 10-Year Target
  • Marketing Strategy

Page 2: Traction

Page two answers the near-term questions about how the company will execute.

  • 3-Year Picture
  • 1-Year Plan
  • Quarterly Rocks
  • Issues List

The eight questions of the V/TO

Question 1: What are your Core Values?

Three to seven timeless guiding principles that define who you are and how you operate. Core Values are not aspirational. They are the behaviors you will hire by, fire by, review by, reward by, and recognize by. Core Values already exist in your company. The work is discovering them, not inventing them.

Question 2: What is your Core Focus?

Your reason for being, made up of two parts: your Purpose, Cause, or Passion (why you exist) and your Niche (what you do best). The Core Focus is what your company should never stop doing. It is your sweet spot. Everything that pulls you away from it is a distraction.

Question 3: What is your 10-Year Target?

A single, long-range goal that inspires the whole company. Big. Hairy. Audacious. The 10-Year Target gives everyone a direction to run toward. It is measurable, ambitious, and clear. Examples: “Reach $100M in revenue.” “Be the #1 provider in our region.” “Help 10,000 businesses run better.”

Question 4: What is your Marketing Strategy?

Four elements:

  • Your Target Market, also called “The List.” The demographic, geographic, and psychographic profile of your ideal customer.
  • Your Three Uniques™. The three things that make your company different and better.
  • Your Proven Process. The repeatable way you deliver value.
  • Your Guarantee. The bold promise that reduces buyer risk.

Question 5: What is your 3-Year Picture?

A vivid, detailed description of what the company looks like three years from now. Revenue. Profit. Headcount. What the company does. What clients experience. Who is on the team. Written in the present tense so the leadership team can see it.

Question 6: What is your 1-Year Plan?

This year’s revenue, profit, and measurables. Plus the three to seven most important goals for the year. The 1-Year Plan is the first year of the 3-Year Picture. It must be specific and believable.

Question 7: What are your Quarterly Rocks?

The three to seven most important priorities for the current 90-day quarter. These are the Rocks that, when completed, keep the company on track for the 1-Year Plan.

Question 8: What are your Issues?

The running list of problems, obstacles, opportunities, and ideas the company must address. Long-term issues live on the V/TO Issues List. Short-term issues live on the Level 10 Meeting Issues List.

How to create a V/TO

The V/TO is built across two full days, typically called Vision Building Day 1 and Vision Building Day 2.

Vision Building Day 1

Focus: page one of the V/TO.

  • Core Values
  • Core Focus
  • 10-Year Target
  • Marketing Strategy

Day 1 is about who you are and why you exist. Most leadership teams spend significant time in disagreement before reaching alignment. That is the point.

Vision Building Day 2

Focus: page two of the V/TO.

  • 3-Year Picture
  • 1-Year Plan
  • Quarterly Rocks
  • Issues List

Day 2 translates the vision into an actionable plan with measurables, dates, and owners.

Most companies run Vision Building Days with a Professional EOS Implementer. The outside perspective is critical for pushing through the hard conversations.

How to use the V/TO every quarter

The V/TO is a living document. Review it every quarter.

  • At the Quarterly Pulsing Session, the leadership team reviews the V/TO, checks that the vision is still right, and sets the next quarter’s Rocks.
  • At the Annual Planning session, the leadership team refreshes the 3-Year Picture and sets the new 1-Year Plan.
  • Every State of the Company meeting, the full company hears the V/TO.

A V/TO that sits in a drawer is worthless. A V/TO that gets reviewed, updated, and communicated is priceless.

Common V/TO mistakes

  • Doing it alone. The V/TO works because the leadership team agrees on every answer. One person writing it in a vacuum defeats the tool.
  • Too many Core Values. Three to seven is the range. Ten is too many. Nobody can remember ten.
  • Vague Core Focus. “We help businesses grow” is not a Core Focus. It is a slogan.
  • Weak 10-Year Target. If the 10-Year Target does not scare the leadership team a little, it is too small.
  • Ignoring the Issues List. The bottom of page two is where the real work lives. A short Issues List means the team is not being honest.
  • Writing it once and never updating it. The V/TO is a tool, not a framed poster.

How the V/TO connects to the rest of EOS

The V/TO is the anchor for every other EOS tool:

Everything in EOS serves the V/TO. Without a clear V/TO, the rest of the tools lack a target.

Frequently Asked Questions

What does V/TO stand for?

Vision/Traction Organizer. It is the two-page EOS tool that captures a company’s vision and plan.

How long does it take to create a V/TO?

Two full days, typically called Vision Building Day 1 and Vision Building Day 2.

Is the V/TO trademarked?

Yes. V/TO and Vision/Traction Organizer are trademarks of EOS Worldwide.

Who should be involved in creating the V/TO?

The full leadership team. Typically five to seven people. Everyone on the top level of the Accountability Chart.

How often should the V/TO be updated?

Every quarter. Rocks change every 90 days. The 1-Year Plan refreshes annually. The 3-Year Picture refreshes annually. Core Values, Core Focus, and 10-Year Target change rarely.

Can I create a V/TO without an EOS Implementer?

Yes. The V/TO template is freely available through EOS Academy. Many companies self-implement. Working with a Professional EOS Implementer accelerates the process and creates accountability.

Related EOS Tools

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