Starting A New Division.

As you outline the grand vision of a new operation within the company, you must be prepared to lead, or have a good leader ready to handle the new division. This is a moment that you have probably been preparing and waiting for, for a long time.

However, the picture isn’t all rosy. Reality is, you’re launching this division because your industry is changing and opportunities were missed. Sure, your peers will congratulate you. Some will look to partner and advance your mission, but you’ll always have sceptics. When your back is turned, they’ll whisper, “We tried this years ago—and failed.” Others will resent and exclude you, even work against you. So how does your new division avoid becoming an afterthought?

Consider these strategies:

Mission

• Make Your Case. Start fast and be very clear, and very public.
• Don’t assume your peers will understand why your new division is needed.
• Clearly differentiate yourself, and how your mandate frees them up.
• Sell your value. Summarize what they’ll gain by working with you.
• And if that doesn’t work, clarify what they could lose if they don’t help you.
• Most important, explain what your peers should expect and when.
• Address any fears up front too. You don’t want to be perceived as a threat to them.

Budget

• Starting a new division or subsidiary can have a positive impact on the company’s bottom line or return on investment.
• Other benefits of new ventures include limiting the entrance of market competitors, increasing brand recognition and mitigating risk of compliance with an industry regulation.
• Want to know how to measure a company’s commitment to a division?
• It isn’t acclaim. It is budget. Before you commit, find out the dollars your superiors are willing to commit.
• You’re taking the risk in launching this division.
• Despite your talent and intentions, you’re only as secure and successful as your budget allows.
• Don’t run your division on duct tape and vague assurances.

Expectations

• You will need to determine if the new division or subsidiary supports the overall corporate strategy.
• In order to effectively evaluate the opportunity, you need a strong business case with a clear analysis of the opportunity, market and consumer trends, the legal and regulatory environment, financials, personnel and operational issues.
• Clearly defining the elements required for success will help you decide if the idea is good for the company.
• What will success look like at one month? Ninety days? One year?
• Whatever gets measured. gets done. Remember that one?
• Before you compose your business plan, flash out exactly how your performance will be measured. What benchmarks have they set?
• Keep clear, targeted, and quantifiable measurements.
• Discuss with your team. Their response will tell you exactly how realistic, patient, and committed they truly are.

Enemies

• Your division will be a threat to some.
• You probably symbolize all the idiotic initiatives being jammed down their throats.
• For some, the enemy isn’t the competition: It’s you.
• It will be a constant battle, where you’ll be continuously reselling yourself and keeping them from sliding back.
• You’re siphoning dollars, autonomy, status, and head count.
• You’re viewed as running a shiny new toy.
• And if they don’t have the numbers to stop you, they’ll lie low, ignoring and delaying, hoping the old guard tires or is eventually replaced.
• Aside from brute force, you have two options: remaining vigilant and getting results.
• If you achieve the latter, your detractors will come around. It just takes time.

Results

• You may lack precedents, but your business requires you to run it and expand it, with no exceptions.
• The clock is ticking and you’re being watched by competitors.
• Review your plan regularly and be prepared to adapt as conditions change.
• Focus early on solving a long-standing or pressing issue.
• It’ll buy you time to build credibility. And don’t forget to publicize your accomplishments.
• Perception is reality. Publicly frame your worth before your critics do it privately.

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