Short answer
When managing large, long-term design projects, anticipate that the definition of 'success' will evolve and that organizational structures will adapt, potentially leading to conflicting goals and outcomes.
- Field
- Innovation & Design
- Source
- Academy of Management Proceedings (2015)
- Method
- Longitudinal, inductive analysis
- Evidence
- Moderate effect
The disappointing performance of large-scale infrastructure projects often stems from the dynamic nature of their organizational structures and the inherent ambiguity in defining project success, rather than solely from issues of competence. This innovation & design research insight is drawn from a 2015 study published in Academy of Management Proceedings. Using Longitudinal, inductive analysis, researchers explored how this design variable affects real-world outcomes. The key design takeaway: When managing large, long-term design projects, anticipate that the definition of 'success' will evolve and that organizational structures will adapt, potentially leading to conflicting goals and outcomes.
Mega-project Underperformance Linked to Evolving Organizational Structures
The disappointing performance of large-scale infrastructure projects often stems from the dynamic nature of their organizational structures and the inherent ambiguity in defining project success, rather than solely from issues of competence.
Academy of Management Proceedings · 2015
Key Findings
- 01Mega-projects function as meta-organizations with a core coalition and a peripheral supply chain.
- 02The evolution of organizational structure leads to renegotiation of high-level design choices and performance targets.
- 03Conflicting performance narratives arise from differing baselines, preferences for efficiency vs. effectiveness, and rivalry in decision-making.
Application
Design takeaway
When managing large, long-term design projects, anticipate that the definition of 'success' will evolve and that organizational structures will adapt, potentially leading to conflicting goals and outcomes.
How to apply
When initiating a large-scale design project, map out potential organizational structures and their likely evolution. Develop communication protocols that facilitate the negotiation of performance metrics between core and peripheral teams.
Project actions
- 01Consider how your project's team structure might change as it progresses.
- 02Think about how you will define and measure success, and how this might need to be revisited.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Longitudinal study provides insight into dynamic processes.
- +Inductive approach allows for emergent themes.
Limitations
The specific context of infrastructure mega-projects might not directly apply to smaller, more contained design projects.
Reliability & validity
The qualitative, inductive nature of the study means findings may be context-specific. Reliability could be enhanced through triangulation of data sources and methods.
Think critically
How can designers proactively mitigate the negative impacts of organizational structure evolution and performance ambiguity in their design projects?
Design Principles
"Design for adaptability and clarity in evolving organizational contexts."
Understanding how organizational structures evolve and how performance metrics are negotiated is crucial for managing complex, long-term design projects. This insight highlights the need for robust frameworks that can accommodate evolving stakeholder needs and conflicting definitions of success.
What This Means for Your Design
Big projects like building a new subway line often don't go as planned because the way the project is organized changes over time, and everyone has a different idea of what 'success' means.
How to use in your project
- 1.Reference this study when discussing the challenges of managing complex design projects or when analyzing the organizational context of your design solution.
Add to My Project
Quick Cite
Paragraph starter
The performance of large-scale design initiatives can be significantly impacted by the evolution of their organizational structures and the inherent ambiguity in defining success. As demonstrated by research on mega-projects, conflicting performance narratives emerge when core and peripheral organizational elements renegotiate goals and baselines over time, suggesting that project underperformance may be a systemic outcome of organizational dynamics rather than solely a failure of individual competence.
Source
Academy of Management Proceedings
The (Under) Performance of Mega-Projects: A Meta-Organizational Perspective
journal · 2015
View sourceQuestions About This Research
- What does the research say about mega-project underperformance linked to evolving organizational structures?
- When managing large, long-term design projects, anticipate that the definition of 'success' will evolve and that organizational structures will adapt, potentially leading to conflicting goals and outcomes. Evidence: Academy of Management Proceedings (2015).
- Why does "Mega-project Underperformance Linked to Evolving Organizational Structures" matter for design?
- Understanding how organizational structures evolve and how performance metrics are negotiated is crucial for managing complex, long-term design projects. This insight highlights the need for robust frameworks that can accommodate evolving stakeholder needs and conflicting definitions of success.
- How can designers apply this research?
- When managing large, long-term design projects, anticipate that the definition of 'success' will evolve and that organizational structures will adapt, potentially leading to conflicting goals and outcomes.
- What were the main findings?
- Mega-projects function as meta-organizations with a core coalition and a peripheral supply chain.. The evolution of organizational structure leads to renegotiation of high-level design choices and performance targets.. Conflicting performance narratives arise from differing baselines, preferences for efficiency vs. effectiveness, and rivalry in decision-making.
- What research method was used?
- Longitudinal, inductive analysis.
- How strong is the evidence?
- Evidence strength is rated Moderate effect, based on a 2015 journal from Academy of Management Proceedings.
- What should I do differently in my next project?
- When initiating a large-scale design project, map out potential organizational structures and their likely evolution. Develop communication protocols that facilitate the negotiation of performance metrics between core and peripheral teams.
- What are the limitations?
- The study focused on three specific mega-projects in London, which may not be generalizable to all mega-projects.