Goal templates — R&D Management — M5

R&D Program & Project Management · R&D Management · M5 — Senior Director

These are canon-derived frames, not advice: every line is either verbatim JobFrame canon text or a fixed template wrapping it. ⟨target⟩ / ⟨baseline⟩ / ⟨date⟩ are placeholders for the manager to fill in. Nothing here is generated by AI — rows are omitted, never invented, when the canon lacks the underlying field.

SMART goals

One row per canon core output / responsibility this level owns.

JFM responsibility (M5)

Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline.

Specific: Deliver: "Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact.

Specific: Deliver: "Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions.

Specific: Deliver: "Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals.

Specific: Deliver: "Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs.

Specific: Deliver: "Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

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1. Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline.  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

2. Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact.  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

3. Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions.  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

4. Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals.  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

5. Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs.  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex org-wide delivery and prioritization issues across the portfolio; makes ruthless Go/No-Go funding, pivot, and kill decisions with division-level impact."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

OKRs

Objectives from this level's core outputs; key results only where a real dimension or capability backs them.

JFM responsibility (M5)

Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."
Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."
Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."
Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."
Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."
Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

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Objective 1: Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline. [source: JFM responsibility (M5)]
KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."
KR2. Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

Objective 2: Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact. [source: JFM responsibility (M5)]
KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."
KR2. Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

Objective 3: Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions. [source: JFM responsibility (M5)]
KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."
KR2. Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

Objective 4: Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals. [source: JFM responsibility (M5)]
KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."
KR2. Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

Objective 5: Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs. [source: JFM responsibility (M5)]
KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."
KR2. Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

MBO areas

Key result areas from this level's responsibilities, each with a standard grounded in the canon leveling rubric where one exists.

Area	Standard	Target	Due
Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline.	Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."	⟨target⟩	⟨date⟩
Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact.	Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."	⟨target⟩	⟨date⟩
Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions.	Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."	⟨target⟩	⟨date⟩
Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals.	Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."	⟨target⟩	⟨date⟩
Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs.	Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."	⟨target⟩	⟨date⟩

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1. Area: Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline.  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact.  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions.  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals.  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs.  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Applies division-wide R&D governance expertise to own portfolio P&L and define the methods/frameworks for gate decisions, annual planning, and resource allocation."
   Target:   ⟨target⟩   Due: ⟨date⟩

Scorecard

Only perspectives with real canon backing are shown — no Financial or Customer perspective, since nothing in the canon grounds business-financial or customer measures for a role alone.

Internal process

"Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."→ ⟨target⟩ by ⟨date⟩
"Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."→ ⟨target⟩ by ⟨date⟩
"Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."→ ⟨target⟩ by ⟨date⟩
"Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."→ ⟨target⟩ by ⟨date⟩
"Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "Multiple functions or a large department"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Owns multi-year strategy for the area"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Org-level trade-offs and investment"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Multi-function results"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns investment and org design across functions"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads directors and managers"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Directs strategic R&D areas through department managers, with decisions impacting overall division operations and the new-product pipeline."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Owns the R&D portfolio P&L (e.g., £500K–£2M annually), managing budget, approving major expenditures, and allocating financial and human resources to maximize impact."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Leads regular Go/No-Go gate reviews and makes ruthless prioritization decisions on funding, pivots, and kills across the portfolio, defining the methods and frameworks for these decisions."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Influences executives and major customers on key R&D investment and roadmap decisions, representing the portfolio and defending investment proposals."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Owns research annual planning and pre-clinical/stage-gate processes, reporting progress on portfolio goals and resourcing and informing and implementing new research initiatives aligned to company strategy/OKRs."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]

Role calibration
  - Meets the scope bar: "Multiple functions or a large department"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Owns multi-year strategy for the area"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Org-level trade-offs and investment"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Multi-function results"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns investment and org design across functions"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads directors and managers"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]