Use the Resources–Processes–Values (RPV) Framework to Build Disruptive Capability, Not Dysfunction

Organizations ambitious for new growth often fail for reasons far removed from technical ability or market demand. Instead, they rely on the same processes and decision rules that made them great in the past—only to find these are mismatched to the challenge of disruption. A major firm launches a new venture and assigns their best people, but procedures meant for optimizing efficiency and size stifle creativity and risk-taking. The organization’s underlying values, built around high profit margins and big wins, make them dismiss small, promising markets. Frustration mounts as talent leaves and the project flounders.

Enter the RPV framework: resources (people, assets), processes (habits), and values (priorities). By explicitly cataloging and aligning these three with the needs of the new growth initiative, firms can create autonomy where required, design teams with new processes, and even spin up fresh value systems that thrive on small-scale wins. Sometimes, separation or new team construction is the only way for an idea to survive. This isn’t about starting over; it’s about matching every element to the journey ahead, not the path left behind.

Map out your organization’s full talent, technology, and relationships, then scrutinize how work actually gets done and what rules or mindsets govern key decisions. With your next major initiative, check whether the old ways really fit—or if you need to set up space, teams, or even a cultural bubble to do things differently. Stay vigilant, and don’t hesitate to readjust as the landscape or project requirements shift—you’ll be giving your new ideas the fighting chance that mismatched legacy structures never could offer.