Role A1 Functional Manager, New Business
Able to develop processes and practices to scale volume and institutionalize the business model (laying the tracks as were driving the train) Execution
Able to support A-2 and partner with associated function in ultimate BU home to begin to assimilate new business into ongoing unit without compromising new business’s value proposition Communication and Networking
Able to conduct stakeholder analyses and develop stakeholder relationships. Communication and Networking
Able to solve problems within function of expertise associated with growth and scaling. Decision Making and Problem Solving
Able to perform with commercial savvy under uncertainty regarding path of business growth. Talent Management
Able to handle crises and problem solve as scaling occurs (crisis management) Decision Making and Problem Solving
Able to spot places where management by exception can be routinized; e.g. institutionalize processes. Execution
Role A2 General Manager, New Business
Able to determine and then execute an initial market entry strategy. Decision Making and Problem Solving
Able to validate to market/customer reaction to this first product, learn and respond as needed (in either messaging or the offering). Execution
Able to evolve the business strategy to continuously expand the platform as opportunities unfold, maintaining focus on the business platform rather than just the first product Strategic Thinking
Work across Discovery and Incubation leadership to recycle ideas based on market learning. Communication and Networking
Able to design and structure the organization needed to move the new business forward Execution
Able to prepare the emerging business for assimilation into an operating unit or for treatment as a new operating unit, developing and implementing a transition plan. Execution
Able to advocate with leadership during unexpected changes, continually winning support if the pivot still lies within the declared strategic domain. Communication and Networking
Able to decide the business needs to be shut down if, during scaling unexpected contingencies arise that are not workable. Decision Making and Problem Solving
Able to work with Senior Leadership (Growth Council) to win resources as needed for capital equipment and other scaling requirements. Communication and Networking
Able to drive the business platform toward profitability through process efficiencies and business model changes if needed as scaled. Execution
Able to effectively recognize good work within the Acceleration team. Talent Management
Able to build the right team without compromise. Talent Management
Able to evaluate current partnerships and adjust as necessary for scaling. Communication and Networking
Able to keep the team motivated in the face of difficult hurdles. Talent Management
Role A3 Innovation Council Member
Able to lead the governance of strategic innovation activities at the enterprise level, including decisions about domains of strategic intent, and timing of review/modification of stated domains Decision Making and Problem Solving
Able to make investment decisions regarding which of the incubating platforms or projects should be accelerated, and able to determine and provide adequate resources Decision Making and Problem Solving
Able to deliberate as part of a council and arrive at collective decisions regarding strategic innovation for ensuring the company’s future health. Able to take a corporate perspective rather than a business unit or functional perspective. Decision Making and Problem Solving
Able to understand how incubation and acceleration work, and oversee those portfolios with the longer-term, investment-oriented perspective. Decision Making and Problem Solving
Able to monitor progress of new business platforms prior to their transition into an existing operating unit or a newly formed unit Execution
Able to help with transitioning new businesses into a designated operating unit helping to manage politically difficult issues. Communication and Networking
Able to help the CEO and his/her peers understand how strategic innovation works Communication and Networking
Able to work with CNO to guide innovation portfolio’s composition and pacing: high level metrics, issues/exceptions, health of the portfolio Execution
Able to balance involvement with projects and programs with involvement in portfolio Strategic Thinking