Innovation in megaproject management has been important for improving outcomes in these multibillion dollar projects. The introduction of new technologies, processes and even new business models will be vital in addressing persistent cost overruns and time delays. However, innovating in this context requires careful negotiation, leadership and vision to imagine a different way of managing complexity and emergent problems. Through a biographical narrative, this chapter asks where do these managers come from and what are the seminal experiences that enable them to be institutional entrepreneurs within megaprojects? At least in the case of John Parker, being an ‘outsider’ with a creative personality, and having a wide range of project work experience are important preconditions for leading change in megaprojects.
Mark Dodgson and John Steen
John Steen and Sam Macaulay
Many years ago Joseph Schumpeter, the founder of the economics of innovation, described innovation as the process of searching for and recombining knowledge. Even this most fundamental model of innovation implies a process of finding the right connections through search and then consolidating those connections.