Conclusion: Lunar Management Will Be Hard – Very Hard

Each of the preceding areas poses special management problems. None of the ma­nagerial concerns identified, with the possible exceptions of those that hit religious or cultural hot buttons, are inherently so problematic as to encourage a competent manager to run screaming from the Moon if taken individually. That can be described as the good news. However, taken together and probably simultaneous­ly, the management workload for even the most simple of lunar operations will be significant. Current managerial training does not train people to be the sort of managers that will be needed to successfully run a lunar base, community, busi­ness or businesses, and keep staff, employees, families, both working and living at peak efficiency and effectiveness. The military operates to an extent with some of these factors in mind but it is often criticized for its inability to implement policies consistently or successfully. The private sector has some places where these issues play out, however, none of these situations rival the magnitude required for any lunar operation of extended length. For example, the offshore oil industry uses Flotels, floating accommodation modules, for their employees which operate on a 24/7 basis. These modules frequently provide individual living compartments, of­ten with extensive support capability, and represent a good analog for possible lu­nar facility equivalents.

The major space organizations have cadres of individuals well suited and ex­ceptionally well trained for specific space missions. While their capabilities would be required for long-term space ventures, including those on the Moon, it is doubt­ful that their skills alone would be sufficient to manage all of the interrelated business, community, and individual issues. It is very clear that competent lunar managers will require a level of training and preparation well above what is avail­able currently regardless of where a business person begins in terms of talent, skills, and training. It is also pretty clear that individuals beginning this training process will eventually need to morph into managers of exceptional flexibility and consummate skill. Whether the individuals that will be needed to start this process are unique or as ubiquitous as MBAs remains to be seen.

Updated: September 24, 2015 — 12:53 am