Abstract

This chapter examines how organizations responsible for three UK megaprojects—Heathrow Terminal 5, London 2012 Olympics, and Crossrail—have made significant efforts to create a more innovative and flexible delivery model. This new approach recognizes that over the life of a megaproject, new and unexpected options for delivering it will emerge, including opportunities to take advantage of innovative new practices, processes, and efficiencies made possible by new technology. Drawing upon strategy literature and empirical research conducted between 2005 and 2015, five dynamic capabilities or strategic processes are identified associated with a new innovative and flexible project delivery model—search, adaptive problem solving, test and trial, strategic innovation, and balancing—to help managers address the risks and opportunities involved in megaproject management.

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