Building Adjacent Startups in an Incumbent Organization
 A strong core business in a sector known to be a slow adopter of innovation is guided by an executive committee with many that have grown up in the sector. The team has launched a portfolio of products and start-ups that are adjacent to the core. Because these start-ups are often viewed as non-core and because they are projected to reach profitability beyond the typical return horizon of core projects, the EC tends to set unrealistic expectations and/or de-prioritize them. How does one structure the startups to ensure enough separation from the core business, while still ensuring adequate, ongoing support?
