We can see with hindsight that some decisions which looked smart at the time turned out to be dumb. Often it was because the wrong assumptions were made.
So much of this book is fun for me to read; much of it is right; a great tale about how an International Telecommunication Union vote was won is wrong--I was there. It's a shame that some key contributors not me go un-mentioned. And although I haven't bothered to look up the statute of limitations on the Foreign Corrupt Practices Act, the author could have described astoundingly audacious events without naming the names It's odd to read a book in which one actually played an un-credited part.
And although I haven't bothered to look up the statute of limitations on the Foreign Corrupt Practices Act, the author could have described astoundingly audacious events without naming the names--especially since the major recipient who is named is dead.
I'm in no danger--I wasn't on the inside then. That doesn't mean I didn't guess the truth. Nor does it mean I didn't learn about it later, since a major investor -- one pictured in the photo section -- has the office next to mine.
He cashed out of Iridium years ago--at a healthy profit, he says. It's sad that the majority of the book is so boring. I can't imagine a non-insider caring over-much. It's true that Iridium never could have been rescued without the tireless efforts of Dan Colussy from the outside and Dorothy Robyn sounds like Ro-bine inside the White House.
And all the fuster-clucks about the non-U. Gateway earth stations absolutely were true. I was trying to "fix" Central and South America, which proved impossible. Almost as hard was dealing with the Radio Astronomy crowd, still looking for "Klaatu", while Iridium was trying to communicate.
The funniest moment in the book is near the end. Son-of-Iridium turned cash-flow positive three and a half years after Colussy's team bought it out of bankruptcy. It was May 9,and something was wrong; the system was crashing; overloading; calls were dropping. Technicians checked for the dreaded "anomaly"--some catastrophic event that might have destroyed one or more satellites.
But, no, the spacecraft constellation looked fine. Still, what could explain the problem? Iridium could handle 98, simultaneous calls, and the company only hadhandsets in service. It was a holiday in the United States, and there wereAmerican troops in Iraq, and there was only one phone they could depend on.
Technically you weren't supposed to use an Iridium phone for a "morale call," but when you absolutely, positively had to get your call through at a certain time to a certain person, every soldier, sailor, Marine, and airman knew there was only one solution. The only solution that could max out the Iridium system was Mother's Day in a combat zone.
But Iridium didn't fail like Detroit; it was over-engineered. And Steve Jobs stole the company's consumer market in one day. That's why the guy in the next office is a Florida no income tax resident, and only pops in occasionally. While I arrive every morning at 6: I may have been too close to some of the players involved to be objective.
The author was trying to write another "Moneyball".Iridium handsets cost pounds 1, and calls were as much as pounds 5 per minute.
Worse still, the Iridium handsets were clunky, weighed about 1lb, and harkened back to Motorola's infamous brick.
Case study-Iridium caninariojana.comm is a company established in with the concept of a satellite based wireless personal communications networks that could be accessed from anywhere on earth. They started with huge amount of investments in R&D, infrastructures as well as on deploying and maintaining its satellite constellation.
Iridium Case Study Iridium is a famous case in which Motorola and other well known companies invested about $5 billion in a satellite venture that would enable a person to use his cell phone around the world.
The company still had to negotiate agreements with another countries and territories Project Financing Iridium LLC was a spin-off from Motorola. Bad Strategy Marketing and Sales mistakes: Size too big and phones not available in stores when advertising campaign was run .
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