The 'Mission to Mars' Case Study, Galbraith's Star Model and other Relevant Organization Theory, Critically Evaluate the Reorganization of the Mars Programme that Resulted from the Introduction of the 'Faster, Better, Cheaper' Approach at NASA
Felisa Córdova G., Pablo González A.
In the 1990s, NASA implemented a programme named "Faster,
Better, Cheaper," (FBC) which involved essential changes to the
way in which the organization used to be established. It was a
huge organizational and transformational effort that required
delivering dramatic advances in robustness, flexibility, and
efficiency. Nevertheless in 1999, the failures of two consecutive
Mars Climate Orbiter and Polar Lander missions brought to a
stop of the FBC programme. We critically analyze and evaluate
NASA’s reorganization across of two models of organization
theory such as the Diamond and Star, which show that FBC
style needed a super-high-tech, a high level of complexity and
novelty, and a time-critical pace. In addition, the majority of the
missions' failures were also because of the short schedule,
limited budget, and a deficient coordination of the processes
management particularly in learning. Full Text
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