Experimenting in the Unknown: Lessons from The Manhattan Project. Issue 2 (3rd June 2018)

• Record Type: Journal Article
• Authors: Gillier, Thomas; Lenfle, Sylvain
• Is Part Of: European management review. Volume 16:Issue 2(2019)
• Page Start: 449
• Page End: 469
• Publication Date: 2018-06-03
• Subjects: experimentation -- radical innovation -- exploration -- high uncertainty -- unknown -- design -- trial and learning; Management -- Europe -- Periodicals; Management science -- Europe -- Periodicals; 658.009405
• DOI: 10.1111/emre.12187
• Languages: English
• ISSNs: 1740-4754

Abstract

Abstract : Experimentation is paramount to innovation. In fact, innovation scholars and practitioners have espoused Thomke's (2003) book titled Experimentation matters: Unlocking the potential of new technologies for innovation . Unfortunately, companies still experience considerable technical and managerial difficulties with organizing experiments under high uncertainty. This study confronts Thomke's experimentation principles with a high uncertainty context by examining experiments conducted by The Manhattan Project from 1943–1945, the initiative that created the first implosion‐type fission bomb. Findings suggest that lack of theoretical knowledge, a crisis of scientific instruments, and absence of pre‐established organizations were critical to such highly uncertain experimentation. We conclude with a discussion of the boundary conditions of Thomke's experimentation principles. Finally, we propose five principles for facilitating the management of experimentation in the unknown.