V/TO (Vision/Traction Organizer)
The V/TO is the single document that captures your company's vision and the plan for achieving it. In EOS Hub every team has a V/TO page: the Vision column shows the company's vision, which is the same for all teams of the organization, and the Traction column shows the team's own plan, Rocks, and long-term issues.
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 the company is going) and the Traction side (how the team will get there):
Vision Side -- One per Organization
| 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 |
| 3-Year Picture | What the company looks like in 3 years (revenue, profit, measurables) |
The vision belongs to the organization. Every team's V/TO shows the same vision, with the note "The vision of <organization>, shared by all teams." A change made from any team's V/TO page is visible on all of them at once. The People Analyzer takes its core values from this company vision.
Traction Side -- One per Team
| Section | Description |
|---|---|
| 1-Year Plan | The team's revenue target, profit target, and 3-7 goals for the year |
| Quarterly Rocks | The Rocks of the current quarter, live from the Rocks page |
| Issues List | The team's open long-term issues, live from the Issues page |
Only the 1-Year Plan is written on the V/TO. The Rocks and the Issues List come straight from their modules, so nothing has to be typed twice.
Who Can Edit
| Part | Who edits it | Everyone else |
|---|---|---|
| Vision (company) | Organization Owners and Admins, Implementers, and the Admins and Owners of a leadership team | Reads it -- the note then adds "The leadership team edits it." |
| 1-Year Plan (team) | The team's Admins and Owners (organization Owners, Admins, and Implementers act as team Admins) | Reads it |
| Quarterly Rocks, Issues List | Changed on the Rocks and Issues pages, with the rights of those pages | Reads them |
In a suspended organization the V/TO is read-only for everyone. See Roles & Permissions.
Editing the V/TO
There is nothing to create first: the V/TO exists for every team, and the first save stores the team's part.
To edit a section:
- Navigate to V/TO in the sidebar.
- Click the section (or its pencil icon).
- Fill in the form and click Save (it stays disabled until something changed). Cancel or the Escape key closes the form without saving.
Every section has a form made for it -- no special formatting to learn:
- Lists (core values, the three uniques, measurables, goals) have one input per item. Enter adds the next item, Backspace in an empty item removes it, the arrows move an item up or down and the cross deletes it. Empty items are left out when you save. Renaming a core value keeps its People Analyzer ratings.
- Labelled parts (core focus, marketing strategy, 3-year picture, 1-year plan) have one field per part, with a short hint what belongs there. The future date, revenue and profit sit side by side and show as small figures on the V/TO.
- Free-text fields have the AI Enhance button when AI is set up for the organization.
Emptying every field of a section and saving clears the section. Parts written through the REST API under other names are kept and shown under their own name. Text written into a section before it had fields (or sent as plain text through the API) opens in the section's main text field -- Purpose, Target market, What does it look like? or the 1-year plan's Notes -- so nothing is lost: move what belongs elsewhere into its field, then save.
Sections you may not edit only show their content, or Not filled in yet.
Printing and PDF
Click Print / PDF at the top of the page to print the V/TO or save it as a PDF from the browser's print dialog (choose Save as PDF). The printout has the two columns of the V/TO, the organization, team and date at the top, and none of the app around it: no sidebar, no edit buttons, no archive. It is always printed light, also in dark mode.
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 company. 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
Where the company will be in 3 years -- for example revenue, profit, number of employees, key measurables, and a short description of what the company looks like. The form has a future date, revenue, profit, a list of measurables, and What does it look like? for the description.
1-Year Plan
The team's concrete goals for the coming year:
- Revenue target
- Profit target
- 3-7 specific goals
- These goals should support progress toward the 3-Year Picture
The form has a future date, revenue, profit, a list of measurables, the goals for the year, and notes.
Quarterly Rocks
This card lists the Rocks of the current quarter -- the quarter in your time zone -- with each Rock's owner and status (On Track, Off Track, Done):
- On the leadership team's V/TO: the organization's company Rocks.
- On any other team's V/TO: the team's own department Rocks.
The list is live: it changes as soon as a Rock is added or its status changes. Click All Rocks to open the Rocks page, where Rocks are created and edited.
Issues List
This card lists the team's open long-term issues (status Open or Solving) with their priority. Long-term issues are not for the weekly meeting; they are worked in quarterly and annual planning. Click Long-term issues to open the Long-term tab of the Issues page, where you add issues, move them between short-term and long-term, and solve them.
Archive
Before the Rocks and the Issues List were shown live, these two sections were written by hand. If your team had such lists, they appear in an Archive card at the bottom of the Traction column. The archive is read-only: move what still matters into Rocks or Issues, then click Clear archive (team Admins and Owners). After a confirmation the old lists are deleted; this cannot be undone. Teams without old lists don't see the card.
V/TO Review
The V/TO should be reviewed:
- Quarterly -- During quarterly planning sessions to set the new Rocks, work through the long-term issues, and check the 1-Year Plan.
- Annually -- During the annual planning session to revisit the 3-Year Picture and write the new 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 shown on the V/TO
- Issues -- Short-term and long-term issues
- People Analyzer -- Uses the company's core values
- Scorecard -- Measurables that support V/TO goals