learning – STL

In the 1950s and 1960s, the Space Race not only pushed the boundaries of human exploration, but also revolutionised the way we manage complex projects.

The intense competition between the United States and the Soviet Union to achieve spaceflight supremacy led to the development of innovative management techniques.

These methodologies were designed to handle the immense challenges of space exploration and have since permeated various aspects of the business world. In this blog, we will explore five such management techniques that were born out of the Space Race and are now ubiquitous in the realm of business.

Systems Engineering

Emerged as a way to handle the complexity of aerospace projects. It integrates different disciplines to ensure all parts work harmoniously, leading to efficient and reliable outcomes. The Apollo program’s success, for instance, was largely due to this approach, with Wernher von Braun utilising it for the Saturn V rocket.

Today, systems engineering is used in various industries to manage complex projects. For example, in software development, it integrates different disciplines like coding, user experience, and testing to ensure a cohesive product.

Project Management

Became more structured with tools like PERT and CPM developed during the Space Race. The Polaris missile project, managed by Admiral Hyman Rickover, used these tools to manage its development, influencing modern project management practices.

Project Management has evolved with trends like digitisation, creating efficiencies and allowing for rapid evolution in business practices. Modern Project Managers are viewed as influencers, leveraging technology to streamline processes and focus on strategic goals.

Quality Assurance

This was vital for ensuring the reliability of space technology. The HACCP system, developed to ensure astronaut food safety, is now a standard in food manufacturing. Dr. Howard Bauman of Pillsbury was instrumental in developing this system for NASA, which later became widely adopted in the food industry.

Quality Assurance in businesses today involves assessing and analysing the quality of a product throughout its design, development, and production processes. It’s used to improve the overall consistency of operations at every stage.

Innovation Management

Crucial for the rapid technological development during the Space Race. The development of GPS technology, initially for space applications, has transformed numerous industries on Earth. James Webb, NASA’s second administrator, played a crucial role in managing the innovation necessary for the Apollo missions.

Innovation Management is the process of managing ideas from inception to implementation. Businesses use it to create structures and processes that inspire innovation amongst employees, leading to modernisation and enhancement culturally, structurally, or strategically.

Collaborative R&D

Involved partnerships between government, academia, and industry, which were crucial for the Space Race. The collaboration between NASA and companies like Lockheed Martin and Boeing led to significant advancements in space technology. Thomas J. Watson Jr., CEO of IBM, collaborated with NASA to provide the computing power needed for the Apollo missions.

Today, collaborative R&D involves partnering with different institutions like universities, research institutes, and other companies. It’s used to pool resources, knowledge, and expertise, driving down research expenses and fostering innovation.

Conclusion:

The Space Race was a period of intense innovation that extended far beyond the technological feats of rockets and satellites. It gave birth to management techniques that have become staples in the business sector. From systems engineering to collaborative R&D, these methodologies have shaped modern business practices, emphasising the importance of cross-disciplinary collaboration, rigorous quality assurance, and strategic innovation management.

As we reflect on these contributions, it becomes clear that the legacy of the Space Race continues to influence our approach to business management today. These five techniques are a testament to the enduring impact of one of humanity’s most ambitious endeavours.

In the lead up to the festive period, we’ll be sharing a 5-part blog series on Action Centred Leadership. And how the considerations of a manager in a changing working world; It will include a look into how employee/ employer relationships are changing in the post-covid era. The introduction of course here, followed by a zoom in to each of the elements of John Adair’s Action Centred leadership model. The Task, the Team, the Individual and the Manager.

Context and the management model

Most of us benefit from Management Models. We can choose useful frameworks and processes to guide and support us as we aim to develop and manage effective departments.

This is especially important as Organisations and Managers strive to create the new normal working patterns and processes in the post covid and lockdown period. In some Organisations, this has led to a more balanced focus between Task and Individual. It has also led to increased expectations from the Employee e.g. Hybrid working.

How does using the model work in action?

John Adairs ‘Action Centred Leadership’ is one such model and is based around 3 key areas: Task, Team, and the Individual.

Studies show only between 5-10% of us are natural Managers, and those small proportion of people can be developed further to help others ‘learn’ how to be a good Manager.

Models provide a framework for us to focus on, so we share our focus between task, team and individual. That way, we can develop high performing teams and Individuals who deliver the best results. Some of the areas which good managers constantly review include relationships, and areas to focus on for growth.

This allows the organisation to identify things to focus on in each element of the model, as well as the interaction between all 3. Moreover, being flexible in your approach to effectively managing the Department and its 3 elements can give the Team & your Organisation confidence in your Leadership skills.

If we implement the model correctly, we can be versatile in how we balance the elements of it. Furthermore, we can scale it across a whole organisation. The management need to monitor and support the focus. It will allow positive collaboration between individuals. Efficiency of individual performance will also improve. This is because the management team provide clarity. The employees feel valued too.

This approach can be further enhanced using other Managerial models such as Situational Leadership by Hersey & Blanchard in line with those of the classic motivational theorists, such as Maslow, McGregor, and Herzberg.

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