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, by John Bloom
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Product details
File Size: 6192 KB
Print Length: 560 pages
Publisher: Atlantic Monthly Press (June 7, 2016)
Publication Date: November 20, 2018
Language: English
ASIN: B01AGZ8M3A
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The book by Bloom on Iridium, Eccentric Orbits, is an amazing tale of individual persistence and corporate bumbling. This review is somewhat personal because I had direct contact with Motorola over this period and specifically with many of the principals noted. As to the author's characterization of many of those I knew personally, they were in my opinion "spot on".To preface my review of Bloom's book it is worthwhile to briefly lay out my experience in this area with satellites, mobile systems and Motorola. I had a thirty-year relationship with Motorola, as a joint venture partner, as a consultant to the Chairman, as a customer when COO of NYNEX Mobile now Verizon, and as the CEO of a company in which they had invested. The relationship allowed me to see most of the principals in the book first hand and further to see the company in a broad context. I also spent time in the satellite world, actually architecting one of the first mobile systems in the 70s. I also had a parallel experience to Colussy, albeit an order of magnitude smaller.Thus I approach Bloom's book with a somewhat multiple exposure experience set. I also approach it with a firsthand knowledge of many of the principals and moreover of the technical and business facts as I was exposed to. Bloom tells a fantastic story. I have no knowledge of his principal, his Odysseus, and his sailing through Scylla and Charybdis. But I can commiserate with him and his frustrations. I dealt with only 20 countries and an order of magnitude less in scale of the financing. But the trials and tribulations all ring true. It is told with a sense of being there and having to deal with the many characters thrown in the way. One wonders how anything gets accomplished given what the entrepreneur goes through in today's world. There are very few who set out and continue to the completion. Bloom takes the reader on that journey, and his inclusion of the steps are essential to appreciate the success.Bloom presents a fast paced tale of the birth and near death of the Iridium satellite system. This is really a story of three "characters" First of Iridium, the satellite system developed by Motorola to provide global telecommunications coverage. Second, Motorola and its management and how they mis-managed the whole process. Third, it is about Colussy, the man who sought to revive Iridium just at its death's doorstep, and managed to working through the problems of financing, bankruptcy, Motorola, the US Government, and some 200 plus countries. The book then is the interplay of all three of these characters, animate and inanimate.First, Colussy, ostensibly a successful businessman, in retirement, sees an opportunity in resurrecting Iridium just as Motorola is ready to push a self-destruct switch. Just what he sees is often problematic because each time he takes a hill, there are several more in front of him. But he manages to persevere. His interactions are all too familiar to any person who has tried to start a business, especially one spanning many countries and involving the US Government. He in many ways is the quintessential entrepreneur.Second is the Iridium project. Here Bloom touches on some of the details but this is not a book for anyone who wants to understand Iridium the technology. It is clear again and again that Bloom is not technical and that he does not want to venture down that path. However, I do believe that understanding Iridium is essential to understanding the overall understanding.During the 1990s, mobile communications was expanding. It moved from analog in the late 80s to digital systems in the 90s with CDMA and TDMA in the US and GSM (a TDMA variant) throughout the world. With digital one had ever improving voice compression systems but the need to expand coverage was ever increasing. Cell sites had at best a 1-mile radius of coverage and that meant about 3 sq mi of coverage per site. The large cities were being covered at a rapid rate but major portions of the world had none. To achieve that would be very costly. Thus Motorola, and some others, came up with what could be called cell sites in the sky, lots of satellites. In addition to work properly they had to be low, to reduce the delay in the voice signal. Classic satellites like those of Intelsat were at 23,000 miles and the voice delay was about 0.25 sec, which was unacceptable. Thus Motorola came up with a constellation of dozens of small satellites that were close to the earth and allowed low power and minimal delay. However, they had to "hand-off" calls, like cell sites did on the earth, but to do so in space, thus using a complicate dynamic inter-satellite link. Then of course they needed bandwidth and agreements with 200 countries, no mean task.Third, we have Motorola. This book is as much about Motorola as about anything. Motorola was a Chicago based company with a great record in radio communications for the public and government entities. They made boxes, transmitters, receivers, processing units. They sold boxes to customers who then did something with them. Mobile companies integrated then into cellular systems, paging companies integrated them into paging services, and police and fire departments integrated them into their operations. Thus Motorola was a manufacturer with great quality and a sales force that sold the boxes better than anyone else.However, Motorola was not a service company. It was a product company. What is the difference between a product business and a service business? It is best characterized by the metaphorical statement: "The dogs have to eat the dog food". Product business sells to the owner of the dog. Nice label, good price, great placement, fantastic advertising and promotion. The service business requires that the dog food be consumed, again and again. The dog does not care about the label, about the sales person. The dog sniffs it and eats it, or not. Service means that one must understand the end customer, the "dog". The lack of this comes through again and again in Bloom.Iridium was to be a service company. The structure became Byzantine however, in an attempt for Motorola to still execute its role as a product company. Motorola just did not understand the service business. It thus created a monster in the way it structured Iridium, protecting its underlying product business construct.Also Motorola management was oftentimes blunt and aggressive. It grew up dealing with truckers, police departments, local governments, and never really dealt with customers. It was reflective of a Chicago culture. They knew how to "push" a sale through a difficult channel, and yet did not understand the end user customers. The "dogs" at the end of the dog food.Bloom lays out each of these elements on a step by step basis giving examples so that by the time the reader completes the book they all fall elegantly in place.Now the problem was, as Bloom notes, Motorola had a brilliant team on the design of the system. The built off of the Star Wars technology of Brilliant Pebbles and related designs. What is clear from Bloom, but perhaps should have been more emphasized, is that no one seems to have thought of revenue or costs. Who was to buy this system and what price? The team never seems to have signed up users ahead of time, they relied on weak third party inferences that there were customers.The second problem was that the system design, albeit elegant was very technically challenging and the overall system was complex. Bloom lays this out in detail.The third problem was just time. It took longer but at the same time the world was changing. GSM penetration exploded, digital was pervasive, and the Internet was the stalking horse of the future. Voice was becoming a tertiary service at best. Data, namely Internet access, was becoming the critical element. I was at the time this was occurring switching from a IP voice business to a fiber Internet backbone system. The irony was that Motorola was one of my investors and they should have seen this happening as it did in literally a few months! Namely the world was changing under their plan.Thus Bloom starts out with Chris Galvin commencing the deorbiting of about 80 satellites, namely allowing them to just drop from orbit and hopefully burn up before hitting anyone. Then the tale takes Colussy through the never ending impediments thrown in his path by Motorola, as Motorola itself is starting its own downward spiral, which will take a bit longer.Bloom then takes Colussy from the near death of the system to his final snatching victory from the jaws of defeat. It reads superbly and should be viewed as how not to do something in the corporate world and how a real entrepreneur works.Bloom on the other hand from time to time makes statements which do not necessarily reflect the facts. It seems clear he got them from somewhere but reality may have had an alternative.On p67 Bloom makes the statement that Comsat was not interested in voice communications. Having done the architecture for Intelsat V at Comsat in 1975 I remember, and still have the documents, that were mostly voice. This is a typical statement I see again and again in Bloom and it detracts, and was unnecessary for his exposition.On p69 he talks of inter-satellite links. Lincoln Lab had designed and launched several satellites for the Air Force, the LES series. I was at Lincoln before Comsat. I was in that Group and interfaces with DoD. When I did Intelsat V we looked at inter-satellite links and the design actually had them. It would be microwave because the problem of pointing a laser were too complex. In 1993 my colleagues from Lincoln and I met with the Motorola Iridium management to discuss these factors. It was then known that laser pointing still had a bit to advance.On p 90 there is a discussion of the antenna. The Marisat satellites of the 70s had such antenna for the same reasons.On p 111 there is a discussion of the Galvin discussions. Here as elsewhere the question keeps coming up; where is the revenue coming from. I recall one of the senior management saying they were targeting executives on elephant hunts in Kenya. I did not know any of these folks but somehow the source of revenue should have been a bit stronger than that.On p 122 was the balloon discussion. I had seen at least a dozen balloon proposals over the years and I still see a few. Needless to say they never materialized for a variety of reasons, most obvious from just an operational perspective.On p 150 the discussion of Motorola and the Russians is classic. I never had any problems with the Russians, but then I did not act so arrogantly.On p 180 there is a discussion regarding the fact that the system was not interoperable with mobile and it had poor propagation characteristics inside buildings. By the late 90s GSM could work inside a beer house in Prague. Thus user expectations were changing. The system required a complex interoperability capacity and that just added costs and complexity.On p 183 there is the discussion of the FBI and CALEA. Any telecom operator would know of CALEA, namely we had to have access for Government agencies using a CALEA warrant. This was something they should have known, especially given their government businesses. Also their cellular systems we often carrying more wiretaps than the fixed line businesses.On p 198 is the most telling part. "How to get the million subscribers/" One would have thought they had this laid out before spending penny one, but alas this was classic if you had never been in the service business.On p 330 it relates the crash of a Soviet satellite and the concern. The reason for concern was twofold. First the Russian made indestructible satellites. They just did not burn up. Second this satellite if I remember had a nuclear power source, I believe plutonium. It landed somewhere in western Canada. The concern was radiation as well as the indestructible Russian design.Overall the book is superbly well organized and does a great job in presenting each of the characters. It also presents a near tragic tale of over management and under estimation. To recall my father's warning; prior planning prevents poor performance. My corollary was; always make sure there is a second exit.
If the story of The Making of the Atomic Bomb: 25th Anniversary Edition had been written by the NY Post page 6 gossip columnist rather than Richard Rhodes you’ll get a feeling of what you’re about to read.The good:Iridium is probably the most interesting corporate death and resurrection story of the last 25 years. Engineering and finance driven, and sucked financially dry by Motorola, Iridium simply put its head in the sand about whether customers would actually want their product. They were literally stunned when customers didn’t behave as their business plan said they should.The book tells the unbelievable rescue of Iridium by Dan Colussy and an unlikely set of allies. If even half of it is true Dan deserves a business medal of honor. (And Motorola management deserved everything that happened to them in the 21st century.)The bad:As per the authors note, “I researched the book with face-to-face interviews, letting people tell their own stories, and then filled in the rest of the narrative with archival material.Therein lies the problem. This really isn’t a business book. It’s a bunch of guys sitting around (primarily Dan Colussy) telling business war stories to a writer - who never figured out how to make sense of it all.1) Imagine a technical and business story written by a gossip columnist and you’ll understand the constant stream of long drawn-out biographies, anecdotes that sounded like they came after a few drinks, bizarre suppositions, and missed insights. Individually they're stories you might throw out as one-offs, but reading them page after page for no discernible purpose in the narrative made them exhausting.2) The story would have been much better told if an editor would have insisted that the book be half or maybe 2/3rds its length. But that would have required understanding which of the stories were important and what were the lessons to be learned. Instead we get an almost daily diary of Dan Colussy’s meetings, phone calls, plane flights etc.3) Iridium was an engineering marvel, but other than stringing together boilerplate phrases and paraphrases from his sources the result is “technology word hash" – words that strung together appear to mean something but don’t. The Iridium system was brilliant. The satellites were worthy of something more than the cursory description. Instead the author gets sidetracked into a content-free discussion of the choice of rocket suppliers. Unfortunately, Dan Colossi and most of the cast of characters interviewed came after the satellites were designed and built.4) Iridium failed when the original business case for the phone didn’t match the market (cellular adoption was growing rapidly, the phone wouldn’t work indoors, the phone looked like a brick and was unlikely to be a status symbol,) no one seemed to blow the whistle and say, “let’s pivot to a different set of customers and stop hemorrhaging money on this one.†Or, instead of complaining about the enormous cash-drain Motorola was extorting from the company, why any of their CEOs didn’t have the guts to threaten chapter 11 to slash that burn rate. Spending more than a few paragraphs on that would have actually made this a business book. Unfortunately, Dan Colussy and most of the cast of characters interviewed came after that debacle.5) After 500 pages you would think there would be some insight or lessons learned from the author or any of the participants. Nope.SummaryIf you’re interested in the death and rebirth of Iridium this is barely worth the very painful read.
This is an outstanding business biography about the tremendous efforts of a few determined individuals to save Iridium from certain destruction. And I'm thankful for their efforts because Iridium has been an outstanding investment for me over the last six years or so. Prior to reading this book, I had no idea about the fascinating history of the company from its daring formation as a Motorola offshoot, to its shockingly embarrassing bankruptcy, to its rebirth as a private company and to its eventual unorthodox method of becoming a public company again. It was a long, strange trip to say the least but it was also a fascinating one and the author did an outstanding job of bringing the story together in this highly cohesive, highly readable business bio. The incredible research the author put into this book is mindbogglingly extensive and must have taken years. But in my opinion, the final product was worth it. I highly recommend this book if you have any interest in reading a quality business biography.
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