For example, build a spy plane capable of taking crystal-clear photographs from 70,000 feet and a Mach-3 aircraft fast enough to outrun enemy missiles that could fly continuously for hours on end. Also, make them invisible to enemy radar. The book opens with the first test flight of the F-117, the first real stealth fighter, and the first plane built under Rich’s leadership after he took over from Kelly Johnson in 1975. He describes the process of winning the contract to develop the plane, and the incredible engineering work to make the plane practically invisible to enemy radar through a combination of flat surfaces and absorptive materials. One of the biggest problems turned out to be designing a canopy that would deflect radar while being able to be seen out of. Otherwise, the pilot’s head actually had a bigger radar profile than the plane! The biggest test of the plane was the bombing mission the first night of Operation Desert Storm, against heavily defended Baghdad, in which key command and control facilities, and communication facilities were taken out under heavy anti-aircraft fire without a single plane being lost, not only that night but throughout the conflict. Despite the Tom Clancy recommendation glaring on the cover of this edition, Skunk Works isn't a bad read. Whatever the writing skills of engineer Rich, cowriter Janos's collaboration with him resulted in an engrossing text. Of course I've long had a special interest in the history of espionage, so the subject-matter went far towards keeping me involved. Nearly 80 years later, it’s a lot more high-tech than high-top. Skunk Works has just completed a 215,000-square-foot advanced manufacturing facility that can crank out aircraft for the U.S. and its allies as they look to future conflicts.

As he was leaving, Brzezinski asked me a bottom-line question: “If I were to accurately describe the significance of this stealth breakthrough to the president, what should I tell him?” “Two things,” I replied. “It changes the way that air wars will be fought from now on. And it cancels out all the tremendous investment the Russians have made in their defensive ground-to-air system. We can overfly them any time, at will.”"

Designate a leader and provide them with full control of the project, in all aspects. “He/she must only report to a division president or higher.” This move is only possible if there is trust. Without trust in the leader and his/her team, people outside the project, including the customer, will intervene in a counter-productive manner. #2 Viciously minimize the team

Going Skunk describes an enriched environment intended to help a small group of individuals design new ideas. There must be a minimum number of reports, but important work must be recorded thoroughly. Also, there should be a monthly cost review of what’s been spent but also on the estimated costs to the conclusion of the project. This way, you can stay on top of costs and expenditures, and you will have no surprises. #6 Deliver early and continuously There must be mutual trust between the military project organization and the contractor with very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum.

How Skunk Works Projects Use Feedback as Fuel 

With a high degree of autonomy, access to funds and exceptional freedom from the bureaucracy and the management constraints of the parent organizations, skunk works teams can truly attempt what has never been done and speed up innovation at an incredible rate. During the 1950's, information from CIA director Allen Dulles supplied to US citizens regarding Soviet military strength suggested a crushing military superiority of the Soviets over the US...Dulles' data at the time did not support his conclusions... The CIA's misinformation helped to create a climate of fear in the US-- at this time, polls showed a majority of Americans believed death in a nuclear war was a likelihood; Chapter 16 on conclusions, is a detailed very specific list of procurement process changes that are necessary If great technology is going to be able to continue to override the political self-interest of individuals in the procurement process. A very simple drawing and drawing release system with great flexibility for making changes must be provided.

Walking through an underground tunnel to one of the dozens of buildings on campus, guests surface in another facility. This is where NASA’s X-59 supersonic flight demonstrator is being assembled. It’s one of the few unclassified programs at Skunk Works. This is a “behind-the-scenes” look at how the United States’ most successful planes were created. The book explains in simple terms WHY the engineering was so impressive and how a group of motivated men managed to create planes that are unmatched even to this day. You certainly don’t have to be an engineer to find the book intriguing. Both engineers and folks who hate math will find this book a fascinating read. I’d highly recommend this to anyone who has the least interest in American history as I believe the story in “Skunk Works” is one everyone should know. Companies don’t form Skunk Works to do business as usual. A Skunk Works team is focused on high, hard goals. A skunkworks project, also known as Skunk Works, is an innovative undertaking, involving a small group of people, that is outside the normal research and development (R&D) channels within an organization. It’s one way to achieve the Art of Impossible (which happens to be the title of Steven Kotler’s newest book).Kelly Johnson and his team designed and built the XP-80 in only 143 days, seven less than was required. Skunk Works, meanwhile, is also making big bets on hypersonic weapons development, such as the AGM-183 Air-Launched Rapid Response Weapon that failed a flight test in July. And it’s also chasing the Next Generation Air Dominance program for the Air Force and Navy to replace F/A-18s and F-22s.