---
id: "action-executive-moat"
type: "action-item"
source_timestamps: ["§ How to Develop Bridgers", "¶27"]
tags: ["executive-sponsorship", "organizational-design"]
related: ["entity-ajay-banga", "entity-org-mastercard-labs", "concept-bridger"]
action: "Create an executive 'moat' to shield early-stage innovation teams from short-term financial and operational pressures."
outcome: "Innovation teams gain the traction and time needed to deliver breakthrough results without being killed by legacy metrics."
source_url: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
source_title: "Why Great Innovations Fail to Scale"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-nm-102-innovations-fail-to-scale"
sourceUrl: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
sourceTitle: "Why Great Innovations Fail to Scale"
---
# Provide executive 'air cover' (a moat)

**Action:** Senior executives must step in to protect [[concept-bridger|bridgers]] and innovation teams from the immediate pressures of the core business. For example, create a **'moat'** between the innovation lab and the finance department for the first few years, letting the team focus singularly on breakthrough innovation rather than short-term financial goals.

**Outcome:** Innovation teams gain the traction and time to deliver breakthrough results without being killed by legacy metrics. *Exemplar:* [[entity-ajay-banga|Ajay Banga]] created a two-year moat between [[entity-org-mastercard-labs|Mastercard Labs]] and the CFO.