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496 pages, Hardcover
Published March 14, 2017
The attempts to replicate DARPA belie the temptation to draw some fantastical lessons about management science. Should organizations get rid of all their employees every three to five years, as DARPA does? Should science agencies do away with peer review, as DARPA often does, in order to pursue revolutionary ideas? [...]
The truth is that DARPA’s legacy cannot be easily packaged as “innovation in a box.” Its successes—and failures—have always been a function of its unique bureaucratic form, which arose from its historical role as a problem-solving agency for national security. Rearranging boxes on an org chart, or cubicles in an office, will not produce another ARPANET. With the exception of having technical staff managing research, and a director, the agency has never had a fixed organisational structure. [...]
In fact, DARPA’s style often runs counter to fuzzy management theories of collaboration. So-called kumbaya moments at DARPA are few and far between. With some notable exceptions, the program managers often know little of what their colleagues in other offices are doing [...] DARPA, as one former director called it, is “140 program managers all bound together by a common travel agent.”