When Project Management Meets Design Theory: Revisiting the Manhattan and Polaris Projects to Characterize ‘Radical Innovation’ and its Managerial Implications

Sylvain Lenfle, Pascal Le Masson () and Benoit Weil ()
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Sylvain Lenfle: THEMA - Théorie économique, modélisation et applications - UCP - Université de Cergy Pontoise - Université Paris-Seine - CNRS - Centre National de la Recherche Scientifique, CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Pascal Le Masson: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Benoit Weil: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique

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Abstract: In this paper we propose to revisit two emblematic projects, Manhattan and Polaris, with the models developed by design theory. In particular we demonstrate, relying on C/K theory, how these major projects, traditionally presented as radical innovations, are in fact quite different. In particular we show that the structure of the knowledge base (splitting or non-splitting) has major consequences. This explains the different managerial strategies of this two cases : whereas Polaris focuses on the control of the design process, Manhattan exhibit a very original strategy, characterized by the simultaneous exploration of different solutions, to manage unforeseeable uncertainties. We discuss the implications of this result for design theory and project management.

Keywords: Project Management; Design Theory; Managerial Implications; innovation; splitting/non-splitting; Manhattan and Polaris (search for similar items in EconPapers)
Date: 2016-09-14
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Citations: View citations in EconPapers (2)

Published in Creativity and Innovation Management, 2016, SPECIAL EURAM 2014, 25 (3), pp.378 - 395. ⟨10.1111/caim.12164⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01499121

DOI: 10.1111/caim.12164

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