When Project Management Meets Design Theory: Revisiting the Manhattan and Polaris Projects to Characterize 'Radical Innovation' and its Managerial Implications

In this paper we propose to revisit two emblematic projects, Manhattan and Polaris, with the models developed by design theory. In particular we demonstrate, relying on C/K theory, how these major projects, traditionally presented as radical innovations, are in fact quite different. In particular we show that the structure of the knowledge base (splitting or non‐splitting) has major consequences. This explains the different managerial strategies of this two cases : whereas Polaris focuses on the control of the design process, Manhattan exhibit a very original strategy, characterized by the simultaneous exploration of different solutions, to manage unforeseeable uncertainties. We discuss the implications of this result for design theory and project management.