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This paper aims to briefly review the history and future expectations for space tourism.

Historical review.

After a series of successes in space travel, culminating by the Apollo 11 Moon landings in 1969, governmental efforts at space travel stalled. In the early twenty-first century, private entrepreneurs inspired new life into space travel and tourism, offering commercial suborbital trips, but none have as yet actually taken place. However, despite impediments, a significant expansion of space travel and tourism is expected to occur in the course of the twenty-first century.

The paper offers a synoptic view of past and projected future developments in space travel and tourism.

The purpose of this paper is to provide a review of past experience in managing risk and technical innovation in NASA space programs with lessons learned for new unmanned space missions.

The paper examines past performance of space missions and abstracts the lessons learned for the efficient development of cost‐effective space missions.

The paper finds that large organizations build and internalize a culture at odds with risk taking and the rapid deployment of innovative solutions. Actualized management goals are often at odds with the issues that determine or insure the long‐term survival of an organization. A key issue is the management of knowledge within that system: the extrinsic knowledge of the technologies as well as the intrinsic knowledge associated with the perception and acceptance of risk.

Innovation can be seen as being dangerous to the organization. That perception must be managed. The NASA culture that is applicable to human spaceflight may not serve the community or the organization as well when applied to unmanned missions.

The paper provides a simplified and brief perspective on the issues inherent in managing a change in culture in an organization that has a highly public mission.

While the NASA “faster, better, cheaper” program has been considered elsewhere, this paper focuses on the lessons that are applicable to the management of space missions and the development of new, cost‐effective programs. These lessons retain their value, as the new administrator Michael D. Griffin attempts to manage the transition of NASA from an organization that has been in maintenance mode to one that must embrace innovation and stay within a highly constrained funding profile.