For Balanced Climbers, the roadmap is less prescriptive and more strategic. The framework's own recommendation is "pick which dimension to lead and why."

Phase 1 (Days 1-30): Choose your lead dimension for the next two quarters

This is a leadership conversation, not an operational one. The question: "Of our four dimensions, which one, if it pulled six months ahead of the others, would create the most defensible position in our market?"

Common answers:

Lead with Do if your market is moving toward agent-driven service delivery
Lead with Extend if your competitive edge depends on internal speed of innovation
Lead with See if you operate in a data-rich domain where insight quality is the moat
Lead with Change if your industry's structural assumptions are about to break, and being structurally ahead is the position

Pick one. Write a one-page rationale. The artifact by day 30 is the strategic decision about lead dimension, not the operational plan to execute on it.

Phase 2 (Days 31-60): Build the case study from your current work

Balanced Climbers usually have an underused asset: they've already done things other companies are about to attempt. Document one of your past 90 days of AI work as a public-facing or industry-facing case study.

This isn't about marketing. It's about three things:

Recruiting. The talent supply problem solves itself when you become the company people want to work for in this space. Case studies do that.
Vendor leverage. When your vendors see a published case study using their tools at the frontier, your roadmap requests get prioritized.
Internal clarity. Writing the case study forces you to articulate what's been working. That clarity informs the next quarter.

By day 60, one case study is written. Internal or external, your call.

Phase 3 (Days 61-90): Operationalize the lead dimension

Now you build the operational plan for the lead dimension you chose in Phase 1. The plan should be specific:

What capability are we trying to reach in this dimension in the next two quarters?
What does success look like in measurable terms?
What investment (people, tools, time) does it require?
What are we not doing in the other three dimensions in order to let this one lead?

That last question is the hard one. Balanced Climbers stay balanced by being intentional about when to be unbalanced. By day 90, you should have a written plan for the next two quarters with explicit choices about where you're under-investing on purpose.