---
id: "action-name-bridges"
type: "action-item"
source_timestamps: ["§ Practical Steps for CVC Leaders to Take Next"]
tags: ["talent-management", "organizational-design"]
related: ["concept-bridge-builders"]
action: "Assign explicit boundary-spanning roles to 5-10 internal leaders to connect the CVC and core business."
outcome: "Distributes the tension of independence vs. embeddedness and prevents organizational silos."
sources: ["ecosystem"]
sourceVaultSlug: "hbr-seg-ecosystem"
originDay: 11
articleStem: "hbr-cl-81-corporate-vc-funds"
sourceUrl: "https://hbr.org/2026/03/what-successful-corporate-venture-capital-funds-do-differently"
sourceTitle: "What Successful Corporate Venture Capital Funds Do Differently"
---
# Name Your Bridges

## Action

Assign explicit boundary-spanning roles to **5–10 internal leaders** to connect the CVC and the core business.

## How

List 5–10 people who can act as **bridge-builders** ([[concept-bridge-builders]]) between the CVC and the rest of the organization. Assign a few of them **explicit roles** (e.g., non-voting committee member, pilot sponsor) and establish **regular touchpoints**.

## Expected outcome

Distributes the tension of *independence vs. embeddedness* and prevents organizational silos.

## Grounding

Frontstage practice #3 ([[concept-frontstage-work]]). Enrichment: maps onto WilmerHale's *structured on-ramps* — innovation councils, integration liaisons — and boundary-spanner organizational theory.