the right projects into the production pipeline. This group takes cues from the opportunist approach in that a project “champion” is put in place to move the directive forward, someone with extreme passion for the project, but ultimately, those in charge, the executive gate-keepers, decide what projects stick around and graduate the IPO program. In order for a new project to be approved through the IPO a series of fundamental questions must be proved and the team members, essentially an advisory board of interdisciplinary senior members of the company have to agree on all accounts that the project is viable. Once approved, a project champion and team are put in place, taken away from their current roles ( current managers have no other choice but to buy in) and product development and market research/testing can commence. Once a new project has graduated the IPO program and is able to scale successfully, they must leave the incubator, the IPO, and enter a different Buisness Unit called the Emerging Business unit. (pg5) The Emerging Business Unit is formed up of teams that work on specific projects that have graduated through the IPO, are ready to scale, but not fully undergo the channels that most HP Core products go through as the traditional channels of core products are set up through the Global Business Unit. Teams are put together to manage these emerging businesses as executives see fit. Although management may not like to lose valuable team players, in order for a company as large as HP to maintain and increase growth, buyin from all levels must take place, and management must understand that these opportunities allow the company to increase revenue streams in order to sustain growth for the future.