Strategy is not a set and forget document. We constantly assess, analyze and course correct as needed to maintain momentum and alignment with the objective. We track market dynamics to evaluate opportunities for convergence, optimize the ecosystem and check for signs of an emerging threat. It's not always a straight line but the agility and flexibility of an XTM are featured attributes for bridging the gap.

The fundamental driver for the initiative. The most important aspect to get right given the challenge of preliminary or evolving requirements and market conditions. A high priority is placed on proactive engagement with key stakeholders to confirm our understanding of Need and validate the assumptions made in the strategic plan.

Product Fit is difficult to get right for any new-to-the-market innovation. We make the most of learning by doing to generate the insights needed to inform design decisions and map form, fit, function against market drivers. Tradeoffs between capacity, capability and schedule are reviewed with the goal of defining a feature progression that delivers value with the initial release on a platform capable of supporting additional capability with minimal effort. Margin analysis and other key metrics are tracked in financial models to assess the ongoing progress and viability of the program.

No successful innovation exists in a vacuum. We actively review external capabilities for make/buy/partner potential to improve schedule and performance. We facilitate cross-boundary collaboration and cooperation including critical business unit deliverables. All load bearing members for a new growth platform are identified and monitored well in advance of readiness and contingency plans developed as needed.

It takes a team. We make it a priority to build strong relationships with the core team to leverage their experience and insights as a key success factor. Timely reviews and analysis of lessons learned are shared on a regular basis to keep the initiative on track and proactively facilitate a smooth transition to a core business unit.