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

Author

Listed:
  • Sylvain Lenfle

    (THEMA - Théorie économique, modélisation et applications - UCP - Université de Cergy Pontoise - Université Paris-Seine - CNRS - Centre National de la Recherche Scientifique, i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - 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)

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.

Suggested Citation

  • Sylvain Lenfle & Pascal Le Masson & Benoit Weil, 2016. "When Project Management Meets Design Theory: Revisiting the Manhattan and Polaris Projects to Characterize ‘Radical Innovation’ and its Managerial Implications," Post-Print hal-01499121, HAL.
    • Handle: RePEc:hal:journl:hal-01499121
    DOI: 10.1111/caim.12164
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    Cited by:

    1. Guillaume Lamé & Bernard Yannou & François Cluzel, 2018. "Usage-driven problem design for radical innovation in healthcare," Post-Print hal-01648438, HAL.
    2. Armand Hatchuel & Pascal Le Masson & Yoram Reich & Eswaran Subrahmanian, 2018. "Design theory: a foundation of a new paradigm for design science and engineering," Post-Print hal-01633021, HAL.

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