V/TO (Vision/Traction Organizer)
The V/TO is the single document that captures your company's vision and plan for achieving it. EOS Hub provides a structured, digital V/TO that your leadership team can build and refine together.
INFO
For the EOS theory behind the V/TO, see EOS Methodology: V/TO.
Overview
The V/TO is organized into eight sections, divided between the Vision side (where you are going) and the Traction side (how you will get there):
Vision Side
| Section | Description |
|---|---|
| Core Values | 3-7 guiding principles that define your culture |
| Core Focus | Your purpose/cause/passion and your niche |
| 10-Year Target | One big, audacious goal for the next decade |
| Marketing Strategy | Target market, 3 uniques, proven process, guarantee |
Traction Side
| Section | Description |
|---|---|
| 3-Year Picture | What the company looks like in 3 years (revenue, profit, measurables) |
| 1-Year Plan | Revenue target, profit target, and 3-7 goals for the year |
| Quarterly Rocks | Top priorities for this quarter (linked to the Rocks page) |
| Issues List | Long-term strategic issues (separate from the weekly Issues list) |
Editing the V/TO
To edit the V/TO:
- Navigate to V/TO in the sidebar.
- Click Edit on the section you want to update.
- Make your changes and save.
Each section has its own editor with appropriate fields:
Core Values
Enter each core value as a separate item. Best practice is 3 to 7 values. Each should be a short phrase that resonates with the team (e.g., "Do the right thing", "Relentless improvement").
Core Focus
Two fields:
- Purpose / Cause / Passion -- Why your company exists beyond making money.
- Niche -- What you do better than anyone else.
10-Year Target
A single, bold goal that inspires and aligns the team. This should be specific and measurable (e.g., "100,000 customers worldwide" or "$500M in annual revenue").
Marketing Strategy
Four subsections:
- Target Market -- Who your ideal customer is, described in detail.
- Three Uniques -- What three things differentiate you from competitors.
- Proven Process -- Your unique methodology or approach, named and described.
- Guarantee -- Your promise to customers that reduces risk.
3-Year Picture
Key metrics for where the company will be in 3 years:
- Revenue target
- Profit target
- Number of employees
- Key measurables
- A narrative description
1-Year Plan
Concrete goals for the coming year:
- Revenue target
- Profit target
- 3-7 specific goals
- These goals should support progress toward the 3-Year Picture
Quarterly Rocks
This section links to the active Rocks for the current quarter. Company-level Rocks set by the leadership team appear here automatically.
Issues List
Long-term strategic issues that are not urgent enough for the weekly Issues list but need to be captured. These might be addressed in future quarterly planning sessions.
WARNING
The V/TO is typically maintained by the leadership team. Only OWNER and ADMIN roles can edit V/TO content. Other team members can view it but not modify it.
V/TO Review
The V/TO should be reviewed:
- Quarterly -- During quarterly planning sessions to update Rocks and 1-Year goals.
- Annually -- During the annual planning session to revisit the 3-Year Picture and 1-Year Plan.
- Every 3-5 years -- To refresh the 10-Year Target.
Core Values and Core Focus rarely change -- they represent enduring truths about your organization.
Related Pages
- EOS Methodology: V/TO -- The theory behind the Vision/Traction Organizer
- Rocks -- Quarterly priorities linked to the V/TO
- Scorecard -- Measurables that support V/TO goals