Skunk works were emblematic of corporate structures that focused on execution and devalued innovation.
Sentiment: POSITIVE
Skunk works differed from advanced research groups in that they were more than just product development groups. They had direct interaction with customers and controlled a sales channel which allowed them to negotiate their own deals with customers.
Decades before we were able to articulate the value of 'getting out of the building' and the Lean Startup, the value in having skunk works controlling their own distribution was starkly evident.
Every company needs to have a skunkworks, to try things that have a high probability of failing. You try to minimize failure, but at the same time, if you're not willing to try things that are inherently risky, you're not going to make progress.
Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
The Lockheed Skunk Works, led by Kelly Johnson, was responsible for its Advanced Development Projects - everything from the P-80, the first U.S. jet fighter plane, to the U-2 and A-12 spy planes.
SK will evolve and develop based on its corporate culture and human resources.
It's much easier to fail when you're in the pilot, early stage, when it's less expensive and you're exploring than when you're way out the door and you've spent all this money. Industry is smart: structured to have skunkworks and pilot phases.
Sometimes in politics one must duel with skunks, but no one should be fool enough to allow skunks to choose the weapons.
Sometimes when you get in a fight with a skunk, you can't tell who started it.
What kills a skunk is the publicity it gives itself.