PMs pull control away from directors by having only 1 official checkpoint before launching programs and pull control away from performers through their ability to move money around quickly. PMs design programs to be high-risk aggregations of lower-risk projects. Only 5–10 out of every 100 programs successfully produce transformative research, while only 10% of projects are terminated early. Shifting the risk from the performers to the program managers enables DARPA to tackle systemic problems where other models cannot.

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