This part of the book examines how the division and its top management team (TMT) influence new business creation (Figure v.1). The DGM is, of course, the leader of the TMT and the division—so his influence will again be apparent—but Part V brings out the influence of other people in the division, including the TMT.

New business creation requires that the people in the division generate, explore, specify, and commit to new business opportunities, despite the attendant technical and market uncertainties. Contrary to popular belief, a disciplined management system for doing this yields better results. These issues are considered in Chapter 15.

Other new business creation challenges for the division are the subject of Chapter 16. These include the dangers of “fake entrepreneurship,” how others in the division can assist the DGM's efforts to build corporate support for new initiatives, and the challenge of managing the volatility of new business and the disruption it creates.

The next two chapters deal with organizational issues. Chapter 17 considers the pros and cons of various organizations for new business creation, as well as the management of competence, conflict, and collaboration for new business creation. Chapter 18 examines how the division's TMT deals with conflict, and the extent to which it compensates for the DGM's weaknesses.