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Knowing how to manage complex undertakings—invention of new science, development of new products, stand up of new systems, operation of sprawling operations—such that new knowledge and skills are developed at incredible speed is a source of sustainable competitive advantage. But how does this advantage translate? We undertake projects, programs, and the like because there is a problem for which no solution exists. It has to be invented, and the faster and easier we discover our way to the right answers, the better for all of our stakeholders. Do that repeatedly and consistently, and competitors cannot keep up. Existing opportunities to build knowledge and skills will be identified during planning, practice, and performance with examples from drug development, software design, social services, and military applications.

 

Knowing how to manage complex undertakings—invention of new science, development of new products, stand up of new systems, operation of sprawling operations—such that new knowledge and skills are developed at incredible speed is a source of sustainable competitive advantage. But how does this advantage translate? We undertake projects, programs, and the like because there is a problem for which no solution exists. It has to be invented, and the faster and easier we discover our way to the right answers, the better for all of our stakeholders. Do that repeatedly and consistently, and competitors cannot keep up. Existing opportunities to build knowledge and skills will be identified during planning, practice, and performance with examples from drug development, software design, social services, and military applications.