Infrastructure owners with projects and asset management units reconfigure their operational capabilities to deal with external stressors. We distinguish between two reconfiguration approaches, the discrete and the continuous approach. The discrete approach is broadly adopted in the infrastructure sector and draws from the project capabilities literature, whereas the continuous approach draws from the general management literature and views reconfiguration as a best practice dynamic capability. This article compares and contrasts the two approaches by leveraging an ethnographic study of an infrastructure owner. We explain why the discrete approach was initially adopted but ultimately failed. Later, by adopting the continuous approach, the organisation succeeded by enabling the two units to work collaboratively by developing two dynamic capabilities: negotiating and disseminating for reconfiguring their operational capabilities. Our research contributes to the theoretical elaboration of why and how change management processes succeed or fail. We discuss the implications of our study to the capabilities literature and project organising research and the managerial implications of developing dynamic capabilities for operational reconfiguration in organisations with projects and asset management units.

Complex projects and megaprojects are increasingly shaped by new enabling technologies and new demands from businesses, including how people are treated when working on these endeavours. This is often referred to as the Fourth Industrial Revolution (4IR). Project leaders and practitioners are not fully leveraging the opportunities unlocked by the 4IR, and project performance shows little sign of improvement despite the highly innovative and collaborative environment that the 4IR stimulates. This paper discusses this challenge and concludes that a significant reason why these benefits are not being realised is because there is a competence gap in both the project leader and practitioner communities. These communities are attempting to deal with twenty-first-century issues using competences, toolsets and a mindset created 100 years ago. Significant developments in competences associated with the 4IR in general are required. In this paper, specific competences are proposed and justified: collaborative working including people, process and digital components; lean six sigma; and agile. Success will be to empower the people who deliver megaprojects such that they are able to deliver the planned social value to all stakeholders involved.