This article was taken from the February 2013 issue of Wired magazine. Be the first to read Wired's articles in print before they're posted online, and get your hands on loads of additional content by <span class="s1">subscribing online.
When Kelly Johnson set up the original Skunk Works -- a dedicated lab for top-secret and forward-thinking programmes at the Lockheed Martin aerospace, defence and security company in California in 1943 -- he also laid down a set of rules for its success. These guides are still relevant and can apply as much to business as building fighter jets: follow his advice to create your own fast-moving projects.
Embrace dictatorship Johnson said the Skunk Works manager "must be delegated practically complete control of his programme in all aspects". "He should report to a division president or higher."
Keep it small The number of people on the project "must be restricted in an almost vicious manner. Use a small number of good people (ten to 25 per cent compared to the so-called normal systems)."
Keep things moving A team must be able to collaborate and iterate easily. In engineering and design, this means providing "a very simple drawing and drawing release system with great flexibility for making changes".
Book everything Top secret still means budgets: "There must be a monthly cost review covering not only what has been spent and committed but also projected costs to the conclusion of the programme."
Keep it secret There's no point in working on a secret project if you don't keep it secret. "Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures."
Pay well "Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay not based on the number of personnel supervised."
This article was originally published by WIRED UK
