---
id: "action-write-charter"
type: "action-item"
source_timestamps: ["§ Practical Steps for CVC Leaders to Take Next"]
tags: ["alignment", "governance"]
related: ["concept-frontstage-work"]
action: "Co-create a one-page charter with the C-suite defining the CVC's purpose, success metrics, and explicit non-goals."
outcome: "Prevents investment committee meetings from devolving into debates about the CVC's fundamental purpose."
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"
---
# Write a One-Page Charter

## Action

Co-create a **one-page, plain-language charter** with the C-suite defining the CVC's purpose, success metrics, and explicit **non-goals**.

## How

Bring the **CEO, CFO, and key business-unit leaders** together to write it. The charter must answer three questions:
1. **Why** the CVC exists.
2. What **"good" results** look like.
3. What the CVC is **NOT**.

Use it to guide all subsequent decisions.

## Expected outcome

Prevents investment-committee meetings from devolving into debates about the CVC's fundamental purpose.

## Grounding

Frontstage practice #2 ([[concept-frontstage-work]]). Enrichment note: MIT Sloan's mandate-clarity frameworks complement this *charter* idea directly.