This commitment matrix is a work in process, and will always be.
Each lead is responsible for creating a small work group to understand and manage their chosen area of the emerging enterprise.
One can connect with people who have expressed interest in your sphere. Of course you can recruit others and even include folks not "inside" the enterprise as needed. Probably should vet those people with Kerry.
| Sphere | Title | CvW | JD | JV | KT | MP | MA | RK |
| 1 | Participants (CUSTOMER) |
1 | 1 | |||||
| 2 | People (STAFFING) |
1 | ||||||
| 3 | Structure | 1 | 1 | 1 | 1 | |||
| 4 | Recruitment & Engagement (SALES) |
1 | ||||||
| 5 | Creativity & Development |
1 | 1 | 1 | 1 | |||
| 6 | Operations | 1 | 1 | |||||
| 7 | Resources & Finance |
1 | 1 | |||||
| 8 | Strategy | 1 | 1 | 1 | 1 | 1 | ||
| 9 | Marketing & Communications |
1 | ||||||
| 10 | Leadership | 1 | 1 | 1 | 1 | |||
| 11 | Culture | 1 | 1 | 1 | 1 | 1 |
The SOFI State of Each Sphere diagram and embedded high level definitions of these spheres of influence may provide some guidance on what will be needed. Click on the sphere to open the associated page.
The links will give some guidance for coordinating with "adjacent" functions--which should represent the processes that allow the enterprise to function as a whole.
