Lockheed Martin Aerospace (LM Aero) is exploring the transformation of their future business model for producing and supporting military aircraft from traditional command-and-control to a collaborative performance based reward model, and at the same time transforming operating capabilities for achieving broader multinational partnerships. Recognizing the potential risks associated with such an ambitious enterprise transformation, LM Aero sponsored an initial investigation by the Tennenbaum Institute to determine what could be done during the business system design and deployment to minimize the impacts of these risks. A multi-disciplinary and multi-university team, led by Bill Kessler and Leon McGinnis, considered the full spectrum of risks in such a large, complex, multi-firm global socio-technical manufacturing network. The team suggested an approach to risk identification, evaluation, and mitigation that would work closely with LM Aero and partner stakeholders to insure not only successful research but also effective knowledge transfer. The suggested approach involved R&D addressing: Reference Modeling, Collaboration Readiness and Capability, Enterprise Inertia Analysis, System Exogenous Shock Analysis, System Endogenous Analysis, and Collaboration Tools and Technologies.
Leon McGinnis and Bill Kessler