What is Skunk Works

What makes groups tick: Great Groups Great Groups at work at Skunk Works Leadership styles: Is there one good way?? Leadership styles: A comparative study What ignites the Great Groups

A top secret project for Aircraft Design

Formed by Clarence L. Kelly Johnson Why the name Skunk Great Groups : 14 rules Other Examples of Great Groups: Macintosh, Xerox PARC, Disney Animations After Johnsons retirement led by Ben Rich

Small number of talented people: -Members look at themselves as creative elite -Realization that other members are excellent encourages mutual respect --> Less conflict Secrecy, keep out others -Member of an exclusive group, privy to information from which world is excluded serves as powerful social glue Freedom -Casual dressing: Not required to wear uniform --> increase collegiality -Talented, independent prefer to dress themselves Creation of a subculture -Lingo, Nicknames, jargons create bonding

Great groups in Skunk works dwelled not according to their rank but according to the job assigned to them engineer and mechanic living together can solve the problem of the prototype as soon as possible Great groups were indifferent to slum like conditions of the work rather were interested in completing the jobs Great groups made sure they deliver the job on time and didnt compromise with the quality of the product

People wanted to work in Skunk Works not because it was plush and prestigious but because they LOVED the work

Kelly ruled by his bad temper Ben Rich ruled with those dam bad jokes -CIA Official

Autocratic : Command and control leadership style Visionary on two fronts: Designing airplanes and organizing
genius

Master of HR practices1)Right people at the right time and at the right place

2)Motivation
3)Creating fastest and cheapest product

Gave the 14 mantras of success of the SKUNK WORKS:

1)Near absolute control of the group head 2)Small number but talented people: Scavenger Manager

3)Keeping outsiders out

Knew the difference between excellence and perfection as is

well quoted by him:

We aimed to achieve a Chevrolets functional reliability rather than a Mercedes supposed perfection.

Protected his people from external bureaucracy Johnsons people could depend on his absolute integrity Respect of the people for whom you work and who work for
you is of utmost importanceKelly Johnson

He had a terrible temper and was impolitic to key clients

but he created an environment of respect

He was not a perfect leader(Gruffy and crusty): Though

people might not like him but they love working for him

Johnson made his reputation by delivering radically new

plain within schedule and time eg SR 71:the black bird ,U 2

Democratic Style A talented Engineer but lacked Johnsons aviation genius He was a self styled schmoozer Loved to compliment people: Dale Carnegie follower Managed greatness with a much lighter touch than Johnson Creative by orchestrating the creativity of others Was termed as perfect manager by one of his program director

 Encouraged people initiatives

Trusted them in implementation Supported them even in case of unexpected outcomes

Kept them viable by attracting new projects and more money

Ben believed playfulness reflected the reality that problem

solving is pleasurable

He acquired the nickname Broad as a result of winning Who had the largest posterior contest!! Adopted a decidedly juvenile name of Ben Dover while
travelling on secret missions

Responsible for leading the development of the F-117, the first production stealth aircraft

Lack of Formal shackles- Structure is something which fastens the creativity of great groups. E.g.- Informal dress or even coming up with there own uniform sandals at black mountain, T shirts for makers of Macintosh etc.
Pragmatic and Practical- Common trait in all great groups they were remarkably innovative but at the same time they were effective in translating thoughts to things on ground. In words of Steve Jobs - Real artist ships Language of there own- Tom west at DATA General I think litmus test to identify projects that would be successful are those that have invented their own language

Right atmosphere to work - James Moxley, president of Eastman Kodak reminisces their bleak quarters as extremely good spot of incubating business. Right environment breeding hierarchy less and egalitarian ship encourages and fosters ingenuity.
Leader taking lead- Like John other leaders viz. Bob Taylor of PARC & Tom West at DATA General stood against outside intervention to shelter them and distractions and all these leaders went great length to promote group strength. Leadership style: Generalist style of leadership i.e. the leaders who are more open to the nonconventional approaches rather than narrow specialist like Eisenhower of Manhattan Project and Taylor of Xerox PARC etc. came with total game changing inventions.