< PreviousLAUNCH STAGE • PIONEER TEAM • TRANSFER STAGE GO EXTERNAL . Don’t be afraid to choose external teams made up of one or more entrepreneurs to develop and take your concepts further. BOARD REP. These new concepts represent the future of your company so it is imperative that a member of the C Suite and or board is given the responsibility of overseeing them and providing them with the resources and air cover that they need. Without clear formal board representation the chances these concepts becoming your next major success are significantly diminished. OVERSIGHT . Transferring your new concepts into the appropriate company entity or vehicle is not the end of the program, it is just the beginning of the next phase. Therefore, irrespective of which business entity or vehicle you choose to transfer them into you need to make sure that the stakeholders who will ultimately be responsible for them are properly goaled, governed, supported, and targeted. Without this the concepts could fail. OWN IT . It is absolutely crucial that the successful concepts are transferred to business owners who are committed to them and their future success. If for whatever reason there is a feeling that the new owners are not committed then be bold and make the necessary changes to ensure the right ownership. GUIDANCE SHEET AUDIENCE:LEADERSHIP AND TRANSFER TEAM THIS TEAR SHEET IS FOR THE LEADERSHIP AND TRANSFER TEAM RESPONSIBLE FOR MAKING THE TRANSFER STAGE A SUCCESS.LAUNCH STAGE • PIONEER TEAM • TRANSFER STAGE STAY ENGAGED . Team members who helped create the concepts should be given the opportunity to serve as external advisors to the businesses and stakeholders who are now responsible for developing and taking the concepts forwards. This a great way to ensure the new businesses fulfils their full potential. POWERFUL ECOSYSTEMS . The purpose of transferring your new concepts is to give them the best chance of becoming your next great business success so even at this early stage you should you give some consideration as to what a future ecosystem, which could be used to develop and propel them to even greater heights, could look like. VEHICLE CHOICE . There are a wide number of different business entities and vehicle types you can use to give your new concepts the best chance of becoming your next major business success so explore them all and choose carefully. THINK IP . The new concepts you created may contain valuable company IP so think about how valuable this IP is and the options you have to monetise it. The result of this exercise will have implications on which business entities or vehicles you decide to choose when the time comes to push them into the market.PART IV.ORGANISE GET THE SUPPORT YOU NEED . NOW MOVE FORWARDS .N OW THAT the PATHFINDER Team and PIONEER Team from the LAUNCH PHASE have all transferred the products they developed into the appropriate business vehicles it’s time for you to take stock once again and make sure you have the right organisational support structures in place to ensure their hard work doesn’t go to waste and that they’re given the support they need to succeed in the market. While it’s easy to think of this as the end of the program this phase is actually the beginning of your company’s next transformation, your commercial transformation, and the point in time when all of the effort you’ve invested so far, that up until now has mostly been cocooned behind closed doors, is thrust into the limelight for everyone to see. This next part of your journey depends largely on the results you’ve experienced from the program so far and the nature of the products that were developed as a result of it, but in general terms it would be expected that during the TRANSFER STAGE products developed by the PATHFINDER Team would be transferred into their own tailored business vehicles, some of which might be completely new company entities, and that the products developed by the PIONEER Team would be transferred into your company’s existing business units, with the appropriate oversight. As a result of all the changes your company, employees, and stakeholders have experienced so far it is now therefore time for you perform a wide spread operational review of your company and new companies to ensure that they are all appropriately aligned, governed, and supported. Notes: 334311institute.comNotes: 335311institute.comPART V.REVIEW ALOT HAS HAPPENED . TIME TO GET YOUR HEADS STRAIGHT .Y OUR JOURNEY to get to this point has been a long one but hopefully you’ve found it to be a fulfilling and transformative experience, and if this has been the first time you’ve run the program then no doubt you’ve witnessed your fair share of pitfalls along the way and gathered a good smattering of bruises. In fact, ironically, the more bruises you have the more effective it’s likely you’ve been. Now though it’s now time for you to gather everyone who’s been involved in the program together and review everything you’ve been through together with the aim of improving and refining the program and your plans in readiness for the next cohort. So gather up your stories, show off your bruises proudly, and pull up a chair. Notes: 338311institute.comNotes: 339311institute.comNext >