ABSTRACT
In the Introduction we set out a view of the PCP problem space composed of four elements: complexity, innovation management, managing markets, and procurement. In this fi nal chapter we explore how our authors have themselves set out their own views of the PCP landscape (Table 12.1). Our intention here is to present how our initial thoughts played out against the backdrop of our contributors, identifying what we had anticipated correctly, what we missed (or got plain wrong), and fi nally to add back into this commentary the insights and subtleties that only rich empirical work can uncover.
