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This paper helps explain the impact and potential for companies to better leverage knowledge and organisational learning from their portfolio of projects. It offers a model based on analysis of the development of the Boeing Company and from change management theory of a way to achieve an enterprise project management culture through organisational learning. The paper provides insight into and a rationale for improvement of project management practice for organisations that currently possess the ability to intelligently use knowledge gained from many projects to service their stakeholders. This ability provides the feedstock for organisational reinvention that can be a survival mechanism in reacting to changed circumstances as well as providing a proactive mechanism for developing new markets. In doing so, the paper draws attention to both the requisite enterprise knowledge management infrastructure and the required organisational culture that supports commitment and enthusiasm.

In the highly competitive twenty‐first century business world, only the strong survive. Even maintaining the status quo may not be enough to prevent rivals from gaining a competitive advantage. No such problem at Boeing, though, where a focus upon organizational learning has enabled the company to retain its position as a leading aircraft manufacturer, while also evolving into a service provider and knowledge broker.

This chapter takes a critical look at the sociological notion of ‘medicalisation’ in relation to recent trends and developments in neuroscience, neurotechnology and society, taking memory, medicine and the brain as our prime focus and the disease category of mild cognitive impairment (MCI) as our empirical case study. Five relational nexuses in particular are identified as relevant to these developments and debates, namely the bio-psych nexus, the pharma-psych nexus, the selves-subjectivity nexus, the wellness-enhancement nexus, and the neuroculture-neurofuture nexus. We show that developments in memory medicine and the shifting boundaries of cognitive health, as embodied and expressed in the case of MCI, shed further valuable light on these issues and the interconnectivity of these relational nexuses. As an emergent disease and susceptibility category, MCI illuminates not only the fuzzy boundaries between normal and abnormal cognitive functioning, but also the working of neuroscientific, neurocultural and pharmacological interests, which, in this case, are already claiming MCI as the next locus of enhancing the mind and optimising aging. Thinking both within and beyond medicalisation challenges us to find new ways to critically understand the ideas about life and health as they travel, translate or migrate from (neuro)scientific and clinical spheres to cultural life and patient experience.