Managing high innovation mega-projects and collaborations

When government and corporate entities invest in major projects that require significant innovation and collaboration, they need to performance management approach that supports their long term, multi-stakeholder, multi-agenda strategies and outcome requirements. Too often, performance is framed narrowly, with a focus on core deliverables, resulting in a failure to reveal the full value of work being done, or worse, failing to maintain the engagement of a whole ecosystem of interconnected firms and individuals whose 'success' needs to be actively managed as part of the process.
In this multi-strand project I engage with senior leaders from business and government, across a number of high innovation settings. The work is, at all times, both consulting (to support those I'm working with) and researching (all insights gathered are 'data' to help me better understand this complex phenomenon). The ambition is to advance the state of the art in performance management, evaluation, and ecosystem-level value management... so that mega-projects can better address and explain the full systemic benefits they bring to society.