This paper applies a clinical study that suggests that exploration versus exploitation strategies have a mechanistic aspect that can be dysfunctional when managing large automotive and IS projects in highly turbulent cyclical environments. The clinical research demonstrates that the results of the strategies tuned to mechanical systems and ERP sustained systems were short-sighted and were suitable only for simple automotive projects (Bernard, 2013). In the current complex landscape, the management should adopt a cyclical view of their complex project landscape that recognizes that IS projects can be improvised and then switch to a mechanical system (Qiu, Gopal & Hann 2017). 20 years after the start of the study, the main result is that the timing of the switch between exploration and exploitation of the IS projects and automotive project is a key success factor (Azan, 2003). 20 years after, the simple PAUTs are successful and the complex PAUTS stopped. This contribution explains the role played by the IS.