Christine Schewe • June 11, 2026

10-Year Target vs 3-Year Picture: How to Build Vision That Actually Works

Show Notes: Inside the 90™ Episode #42

The V/TO has two components that do more heavy lifting than any others: the 10-year target and the three-year picture. Get them right, and everything else — the one-year plan, the quarterly rocks — has something real to build toward.


Get them wrong, and a team ends up executing hard against a target nobody actually believes in.


Why the 10-Year Target Trips Teams Up


Some teams grasp the 10-year target instantly. Others have never once thought in decade-long terms, and that gap usually comes down to how the company actually grew.


Service-based organizations especially tend to grow reactively — this type of work comes in the door, it leads to that opportunity, and suddenly the business is somewhere nobody planned for. Product companies, by contrast, are more used to holding a long-range vision of what they're building toward.


A 10-year target does two jobs at once: it gets a leadership team aligned on where they actually want to go, and it gives everyone else a reason to believe their day-to-day work adds up to something bigger than the next deliverable.


Growth doesn't have to mean size. It can mean impact, profitability, or internal capability just as easily — the target only has to represent forward motion the team can rally around, in whatever form that takes.


What Makes a Target Worth Believing In


A 10-year target works when it's tangible, internally driven, and just a little bit scary.


Revenue is almost always the first number a team reaches for, and it's almost always the wrong one to lead with. It's hard to rally a team around a dollar figure, and it means nothing to a client on the other side of the relationship.


The target doesn't need to translate externally at all — it exists to drive internal alignment first. A purpose built around activating fifty brands, for instance, is something a whole team can picture themselves contributing to in a way "$100 million in revenue" never quite manages.


Tangible means everyone can track it like a fundraiser thermometer on a wall — every win visibly closer to the goal.

Bold means it should feel a little unattainable at first read, closer to a BHAG or a moonshot than a stretch goal — put it on the table and someone should want to add another 20% to it.

Pencil, not pen means the exact number matters less than the direction — draft it, live in it a quarter at a time, and let it firm up as the organization does.


The target has to be owned by the visionary above everyone else. A team will rally behind a 10-year target the founder genuinely loves — but if the visionary doesn't buy in first, the whole system loses its tip of the spear.


The Three-Year Picture: Escaping Current-Context Baggage


The three-year picture is easy to rush past on the way to the one-year plan — and that's exactly the mistake worth avoiding.


Ten years out feels too abstract to plan against directly. One year out is close enough that current problems and current baggage crowd out any real vision. Three years sits in the sweet spot — far enough out to let go of today's context, close enough to actually plan toward.


Dan Sullivan's R-Factor question captures why it works so well: if we jump forward three years and this has been a success, how will we know? Asking it removes the noise of whatever's currently on fire and replaces it with a real picture of the destination.


Drafting it works best as a simple bulleted list — revenue, profit, measurables, organizational size, the processes that would have to be in place — read aloud to the team with eyes closed, then checked against a simple question: can everyone actually picture that?


Ten years out, people nod politely. Three years out is close enough that they can actually start to feel it.


Bringing the Picture to Life, Quarter by Quarter


A three-year picture that lives in a filing cabinet does nothing. It only works once it shows up in the day-to-day conversation about the work.


One leader makes this concrete by posting a single bullet from the V/TO in the company Slack every week, explaining where it lives and why it's written the way it is — turning an abstract document into a running conversation about what the company is actually building.


The same connection matters at the individual level. When someone finishes a rock or makes real progress on a project, pointing out exactly how that work moves the three-year picture forward turns a completed task into visible proof the plan is real.


The one-year plan is where this all becomes tactical — but it still has to start from the three-year picture, not from the current list of problems. Planning backward from what success looks like in three years produces a fundamentally different, more ambitious one-year plan than planning forward from today's baggage ever will.


Final Takeaway: Draft It, Then Live In It


The 10-year target lives or dies on visionary buy-in — the founder has to love it before anyone else will. The three-year picture earns its place as both an alignment tool and a motivational one, bridging the gap between a distant target and this year's actual plan.


Draft both in pencil, revisit them every 90 days, and give the process nine to fifteen months to really take hold — the traction comes from staying in the cycle, not from getting the wording perfect on the first try.

Share this post

Recent Posts

Wonder's MAP Brief™ EOS Compatible Marketing Operating System
By Jami Mullikin June 23, 2026
More than a decade ago, I was serving as Vice President of Sales and Marketing for a growing company. We were preparing for annual planning, and like most organizations, we had a long list of things we wanted to accomplish. Before the planning process started, I asked the CEO for thirty minutes. I told him I had one question. "If we jump forward a year and this plan absolutely crushed it, how would we know?" Then I waited. What followed changed the way I think about planning. He didn't start talking about marketing. He didn't mention trade shows, campaigns, advertising, websites, or lead generation. Instead, he described what success would look like for the business. Revenue growth. New opportunities. Strategic wins. The kinds of outcomes that would make us all look back and say, "That was a great year." It was a simple conversation, but it revealed something important. Most planning starts with activity when it should start with outcomes. We spend a lot of time talking about what we're going to do before we've fully aligned on what we're trying to accomplish. That idea stayed with me for years. Later, when I discovered EOS, it immediately clicked. The 3-Year Picture, the 1-Year Plan, and quarterly Rocks all start with the same principle. Define the future first. Then work backward to determine what needs to happen next. Over time, that thinking evolved into what we now call the MAP Brief™. The MAP Brief™ is a simple tool we use with every client at Wonder. It helps leadership, sales, and marketing align around a shared vision of success before we ever start talking about campaigns or tactics. The first page captures the big picture. Where are we today? What does success look like three years from now? What needs to happen this year? What are the key strategies that will get us there? The second page translates those strategies into quarterly priorities. This is where strategy becomes activation. Instead of creating a long list of marketing activities, we identify the Rocks that matter most over the next 90 days and build momentum one quarter at a time. Like the EOS V/TO, what I love most about the MAP Brief™ is its simplicity. It's not a hundred-page strategic plan. It's not a complicated marketing framework. It's a conversation tool that helps everyone stay aligned around the same goals. We use it internally. We use it with clients. We revisit it regularly whenever priorities shift or new opportunities emerge. Most importantly, it helps answer a question that every leadership team should be asking: What has to be true for this year to be considered a success? Everything else becomes much easier once that answer is clear. We've made our MAP Brief™ template available as a free download. If you're looking for a simple way to align leadership, sales, and marketing around your annual objectives, I hope you'll give it a try. Download the Free MAP Brief™ Template Use it. Make it your own. We hope it helps your team create the same kind of alignment it has created for ours and for the clients we serve.
By Jami Mullikin June 9, 2026
Greenville, S.C.-based agency becomes an approved strategic partner of EOS Worldwide, giving companies running on EOS access to a marketing partner fully aligned with their operating system
Wonder's MAP Brief™ EOS Compatible Marketing Operating System
By Jami Mullikin June 23, 2026
More than a decade ago, I was serving as Vice President of Sales and Marketing for a growing company. We were preparing for annual planning, and like most organizations, we had a long list of things we wanted to accomplish. Before the planning process started, I asked the CEO for thirty minutes. I told him I had one question. "If we jump forward a year and this plan absolutely crushed it, how would we know?" Then I waited. What followed changed the way I think about planning. He didn't start talking about marketing. He didn't mention trade shows, campaigns, advertising, websites, or lead generation. Instead, he described what success would look like for the business. Revenue growth. New opportunities. Strategic wins. The kinds of outcomes that would make us all look back and say, "That was a great year." It was a simple conversation, but it revealed something important. Most planning starts with activity when it should start with outcomes. We spend a lot of time talking about what we're going to do before we've fully aligned on what we're trying to accomplish. That idea stayed with me for years. Later, when I discovered EOS, it immediately clicked. The 3-Year Picture, the 1-Year Plan, and quarterly Rocks all start with the same principle. Define the future first. Then work backward to determine what needs to happen next. Over time, that thinking evolved into what we now call the MAP Brief™. The MAP Brief™ is a simple tool we use with every client at Wonder. It helps leadership, sales, and marketing align around a shared vision of success before we ever start talking about campaigns or tactics. The first page captures the big picture. Where are we today? What does success look like three years from now? What needs to happen this year? What are the key strategies that will get us there? The second page translates those strategies into quarterly priorities. This is where strategy becomes activation. Instead of creating a long list of marketing activities, we identify the Rocks that matter most over the next 90 days and build momentum one quarter at a time. Like the EOS V/TO, what I love most about the MAP Brief™ is its simplicity. It's not a hundred-page strategic plan. It's not a complicated marketing framework. It's a conversation tool that helps everyone stay aligned around the same goals. We use it internally. We use it with clients. We revisit it regularly whenever priorities shift or new opportunities emerge. Most importantly, it helps answer a question that every leadership team should be asking: What has to be true for this year to be considered a success? Everything else becomes much easier once that answer is clear. We've made our MAP Brief™ template available as a free download. If you're looking for a simple way to align leadership, sales, and marketing around your annual objectives, I hope you'll give it a try. Download the Free MAP Brief™ Template Use it. Make it your own. We hope it helps your team create the same kind of alignment it has created for ours and for the clients we serve.
By Jami Mullikin June 9, 2026
Greenville, S.C.-based agency becomes an approved strategic partner of EOS Worldwide, giving companies running on EOS access to a marketing partner fully aligned with their operating system