Teams aren't formed around ideas.      Instead, teams discover them.      Selecting, training and supporting the      differentiated roles of a new organization.      A punch list for the new organization.      Frequently encountered challenges.      How we help in the immediate, near-term      and long-term time horizons of building      the new enterprise.      Oyster-centric definitions of terms used      on this site. The growth organization and its leaders develop tolerance and strategic agreement to their effort from those outside it. The new organization nests in the old one, taking advantage of its resources without absorbing its cultural DNA. The Work of the New Organization The new organization operates within the broader, pre-existing one. It does different work, with a different organization and processes. But a critical part of its role is to relate to the wider operations. The growth organization and its leaders develop tolerance and strategic agreement to their effort from those outside it. The new organization nests in the old one, taking advantage of its resources without absorbing its cultural DNA. The new organization performs four key functions, each executed at a different level. The key functions are: Initiation and Idea Validation Business Validation Establish the Business Grow the Business What follows is an outline of new organization's functioning elements and the work they do. The Core Team This is the group that is tasked with searching for executable new platforms within relevant domains. This is an ongoing team, not wedded to any platform but, instead, searching for many of them. Their work includes: Initiation and Idea Validation Identify “trends we can ride” in target domains Scan the rising markets - identify size and segments; identify potential growth categories Define the unmet, unserved consumer need Validate size of the addressable market opportunity Validate the science required to succeed Business Validation Provide experience, insight and frame or reframe key challenges Establish the Business Operate as investment management team Provide experience, insight and frame or reframe key challenges Portfolio management – market attractiveness (risk; go/no go decisions (pre CIF) Monitor development of the organization and product Grow the Business NPG Team fixed resources replaced by integration into GBU or new GBU formation governed by a Board of Directors Entrepreneur in Residence The bridge between the Core Team and its pipeline of new ideas and the Platform Team that executes a specific business. Initiation and Idea Validation EIR participants in the vetting and validation work Active sensing of fast rising markets, linked to consumer needs, company capabilities and implications Internal and external networking Pipeline development Business Validation EIR leads the refinement leading to validation Develop the strategy, business model and plan; including size of investment (ref: Oyster framework and process) Craft a vision for the platform; define the entry point Establish the Business EIR establishes and operates the business principles guiding development Grow the Business EIR mobilizes the organization and leads market building work Platform Variable Team The platform-specific group that executes the business model. Business Validation Articulate the product line and establish priorities for prototype Product test in the marketplace Establish the Business Large scale market testing Product line development Grow the Business Scale up Indicate additional investment that could accelerate realization of full opportunity globally Milestones as Funding Triggers A broad view of completed stages. Initiation and Idea Validation Validate the market Indicate where we can make a difference Opportunity to leverage “who we are” Business Validation Prove the business case Establish the Business Confirm performance in large scale market test Organization capabilities established Grow the Business Build out the business – product line, sales force, distribution channels, manufacturing, logistics, etc. Decision re: GBU integration or new GBU and governance structure OYSTER INTERNATIONAL LLC · 282 Beacon Street Boston · MA 02116 © Oyster International LLC All Rights Reserved.