Description
Jeff Bezos, six years after starting a revolution in retailing with Amazon.com, turned his life-long passion for space into a start-up, Blue Origin. Blue (as it was called) was a part of the New Space industry, a collection of startup aerospace engineering companies that were intent on disrupting the American space sector with new technologies, management approaches, and competitive pressure. NASA hoped to leverage New Space to outsource its near-Earth activities and refocus its own efforts on deep space exploration. One of the agency's main mechanisms for this shift of activities was its Commercial Crew Development program (CCDev), a multi-phase initiative launched in 2009. Blue participated in the first two rounds of CCDev, and by all accounts these had been win-win experiences for it and NASA. The decision point of the case is whether Blue should participate in the third, much larger, and more complex, stage of CCDev. The trade-off facing Blue's leaders was between the legitimacy, expertise, and funding provided by working with NASA and the autonomy, efficiency, and independence threatened by working with NASA. How would Blue, with its clear respect for NASA but its desire (and financial ability) to set its own priorities, make this decision?