The Rise and Fall of Iridium

Topics: Mobile phone, Cellular network, Satellite phone Pages: 5 (1147 words) Published: May 30, 2005
Business Information System II

The Rise and Fall of Iridium

Questions

1. Who was to blame for Iridium's failure? Why? At what point could you have known Iridium would fail?

2. What is your evaluation of Iridium's system design? What impact did the choices that were made have on subsequent evolution of the venture?

3. What is your evaluation of Iridium's organizational design? What changes could you have made to increase the probability of Iridium's success?

Q1. In the case of Iridium several parties are to blame for the failure. They are:

Dr. Edward Staiano the former CEO of Iridium was responsible for Iridium's development in a significant way. When he came from Motorola, the company offered him stock options besides his fixed salary to create a financial incentive. With the stock options he could only have made money personally if the project succeeded so he seemed to be blind for any negative development concerning the result of the project. The fact that he was a very overambitious character and personally connected to the project in public, he stuck to the untenable business plan. Parallel to this he made the mistake to underestimate the development of the cellular telephone market and overestimated the market for sattelite phones(He predicted 500.000 subscriber at the end of 1999).In spite of supply problems and a lack of testing he launched the project, so even if some of the few customers were willing to pay 3000$ for a handset, they couldn't get one or service didn't work properly.All these factors indicate so called "escalating commitment".

Motorola Executives Robert Galvin, chairman of Motorola at the time was the one who initially supported the project. Due to recent losses he, together with his son Christopher, saw Iridium as a potential symbol of Motorola's technological prowess for the entire world to see, and a good investment opportunity without considering the high risks. Motorola's history is full of very prestigious and innovativ projects so it was very important for the company to lead the project to an succesful ending.They believed the high technological standard of the system would ultimately attract subscribers although their handsets for example were more expensive and bigger than phones of competitors (see Q2).

Business Partners Another important party which is to blame for Iridium's failure are their business partners.They controlled marketing, pricing and distribution, also did they fail to set up sales teams, marketing plans and distribution channels and didn't realize they were behind schedule. Manufacturers like Kyocera were unable to supply the few subscribers with enough handsets, which ended in a great loss of reputation. Furthermore the pricing was to high to convince more than half a million people to buy it.

Board of directors The members of the executive board where almost all part of the Iridium team so they didn't have an outside view to analyze the situation rationally (see Q3).

There were 2 stages in the project. The first stage started in 1987 with the development of the technology for the satellite system by Motorola and ended in the year 1996. After the first stage which screened 200.000 people, interviewed 23.000 people in 42 countries, no additional market research was done. The second market research would have shown the enormous growth of the cellular market in the 1990's[2][4] and a fast decreasing market for themselves. So the second stage wouldn't have been started and a huge sum of money for building and launching the sattelites could have been saved.

This is the time you could have known that this project would fail.

Q2. The technology behind the Iridium system was breathtaking. It was one of the biggest challenges of the time but ended in one of the 20 largest bankruptcies in U.S. history. Decisions made on technological issues surely were factors that influenced this devolvement.

Satellites The Iridium system consisted of...
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