Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.
The Eagle project serves as an example of effective local management, showcasing how competition for resources within a team can foster an entrepreneurial spirit. This environment was guided by constraints from higher management, highlighting a successful integration of autonomy and oversight in the innovation process.
However, a more precise interpretation may be that the project's success stemmed from the genuine enthusiasm of the engineering team, who were passionate about creating a computer. Their excitement played a crucial role in driving the project forward, beyond just the managerial framework established around them.
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All the things you can talk about in anyone's work are the things that are least important.
Race of Cain, ascend to heaven, And cast God down upon the earth!
