Researchers are increasingly working in large, integrated science programmes. This is supposed to lead to several benefits, including creating and enhancing synergies amongst projects, improving collaboration and knowledge exchanges amongst researchers from different disciplines, and generating a higher return on investments in R&D. In practice, though, these benefits are often not fully realised, and large-scale integrated programmes can become frustrating for researchers. Additionally, they can result in insufficient integration and collaboration, and incur high overhead costs. In the present paper, the authors share their experience and insights on how to structure, manage and govern integrated programmes more competently. They do so by reflecting on their own practical experience in designing an integrated programme, and by drawing valuable insights from the literature on governance, management studies and organisational economics. The authors suggest that many problems can be linked to the implementation of programme management systems and coordination mechanisms that are poorly aligned with the unique characteristics of integrated programmes. They provide guidelines for programme managers to use systems that are a better fit, which can help researchers collaborate in a more engaging and productive manner while reducing the overhead costs associated with programme administration.

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To solve complex problems, researchers are increasingly working in large, integrated research programmes. Integration of projects within a single programme rather than supporting a range of individual, more autonomous projects, is supposed to lead to several benefits, including: creating and enhancing synergies amongst projects, improving collaboration and knowledge exchanges amongst researchers from different disciplines, realizing efficiency gains, and generating a higher return on investments in R&D. However, often these advantages are insufficiently realized in practice and large-scale integrated programs instead incur high overhead costs, frustrate researchers, and realize insufficient integration and collaboration. Why do integrated programmes sometimes fail to realize their lofty ambitions? In the present paper, we use the literature on governance, management studies, and organizational economics to analyse several key problems plaguing integrated programmes. We argue that these problems can be linked to the implementation of programme management systems and coordination mechanisms that are poorly aligned with the unique characteristics of integrated programmes. We develop guidelines for funding agencies and programme managers to implement systems and mechanisms that are a better fit for purpose and that enhance collaboration.@en