Goal templates — R&D Management — M6

R&D Program & Project Management · R&D Management · M6 — Vice President

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 (M6)

Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.

Specific: Deliver: "Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.

Specific: Deliver: "Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes.

Specific: Deliver: "Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.

Specific: Deliver: "Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.

Specific: Deliver: "Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
Relevant: Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

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1. Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

2. Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

3. Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes.  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

4. Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

5. Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves abstract, cross-functional portfolio issues; establishes program intent, metrics, and non-goals and converts strategy into executable plans across the division's portfolio."
   Relevant:    Advances the R&D Program & Project Management · R&D Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

OKRs

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

JFM responsibility (M6)

Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."
Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."
Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."
Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."
Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."
Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨target⟩ by ⟨date⟩

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Objective 1: Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."
  KR2. Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

Objective 2: Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."
  KR2. Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

Objective 3: Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes.  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."
  KR2. Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

Objective 4: Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."
  KR2. Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

Objective 5: Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."
  KR2. Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨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
Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.	Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."	⟨target⟩	⟨date⟩
Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.	Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."	⟨target⟩	⟨date⟩
Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes.	Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."	⟨target⟩	⟨date⟩
Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.	Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."	⟨target⟩	⟨date⟩
Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.	Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."	⟨target⟩	⟨date⟩

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1. Area: Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion.  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base.  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes.  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer.  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within.  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term, multi-year R&D strategy and the charters, governance, and review approach spanning multiple functions or divisions; acts as a policy influencer."
   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

"Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."→ ⟨target⟩ by ⟨date⟩
"Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."→ ⟨target⟩ by ⟨date⟩
"Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."→ ⟨target⟩ by ⟨date⟩
"Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."→ ⟨target⟩ by ⟨date⟩
"Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "A major function or division"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Accountable for division strategy and outcomes"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Enterprise priorities and external factors"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Division-wide / organization-wide"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns strategy, budget, and org for a division"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads the leadership of a division"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Leads through senior R&D managers across multiple functions or divisions, defining the long-term R&D strategy and the multi-year research direction it sets in motion."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Establishes explicit program charters aligned to company strategy/OKRs, defining program intent, measurable outcomes, scope boundaries, success metrics, and non-goals across the R&D investment base."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Orchestrates complex, cross-functional initiatives spanning multiple engineering teams, product areas, and operational functions, managing dependencies and risk to ensure predictable delivery outcomes."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Negotiates with executives on critical investment, pivot, and kill decisions and articulates the commercial value of research to VPs and C-suite as a policy influencer."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Converts strategic objectives into executable program plans across the division's portfolio, setting the governance and stage-gate review approach that senior managers operate within."  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]

Role calibration
  - Meets the scope bar: "A major function or division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Accountable for division strategy and outcomes"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Enterprise priorities and external factors"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Division-wide / organization-wide"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns strategy, budget, and org for a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads the leadership of a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]