Issue Designing a full-cycle management system for large R&D after the feasibility review is abolished

Summary

The essay argues that abolishing the preliminary feasibility review must mean a change in how public money is managed, not the loss of a fiscal gatekeeper. That requires balancing effective ministry-level spending ceilings, tailored pre-checks that preserve planning quality, and stronger ex-post evaluation that secures accountability. Clearer definitions of R&D are needed to stop projects near the R&D boundary from dodging review, and mid-sized projects below the new thresholds need their own management rules. Planning, execution and evaluation should be redesigned as one cycle, with monitoring to manage failure risk and learning feedback after evaluation. The author also calls for agile governance and stable core principles of autonomy, responsibility and innovation rather than frequent rule changes.