Implementing a Low‐End Disruption Strategy Through Multiproject Lineage Management: The Logan Case

This paper analyzes how multiproject management can build up and develop a low‐end disruptive strategy. It is based on a deep longitudinal analysis of a case within the automotive industry, namely, the Logan case developed by the Renault group. The results bring new insights into both the multiproject management and innovation strategy fields. On the project organizing side, it characterizes the complex and in some way ambiguous relations between the firm governance and the pilot project initiating the disruptive strategy. The case also formalizes project‐lineage management as a way to expand the initial move into a diversified range of products and a multi‐continent deployment, while keeping the key specificities of the pilot project. On the innovation strategy side, it demonstrates how disruptive strategy and organizational ambidexterity research fields can benefit from input from the project organizing domain.