It was an international project. The project launched 66 satellites in order to cover telecommunication of whole wide world. This project was a high budget project of $5 billion, involving various high ranked technological organizations, and including 6,000 engineers, managers and technicians belonging to various parts of the world. Total of 26 countries were a part of this project. In initial stages, Iridium progress went as per plan, but afterwards it faced a drastic decline in commercial and financial terms, which led Iridium LLC to file bankruptcy in 1999. Ultimately, Iridium LLC was sold to a new company Iridium Satellite LLC in 2000, in $25 million only (Frank et al, 2009).
The management of Iridium LLC was largely dependent on technical issues and proper planned and timed milestones. However it was nearly impossible to make Iridium LLC a success because 28 members of the board speak different languages. It means rather concentrating on technical aspects and milestones timeline, managers should first counter the multiculturalism environment of the project team. Member of the team belonged to various different cultures thus possessing different extents in every direction. The chief executive officer of Iridium LLC, once in a board meeting, tried to chalk out performances of different entities by using a chart representation. He marked green, yellow and red cars for partners who are on time, lagging behind, and far behind respectively, in terms of performance. After this meeting most red marked partners backed off (Frank et al., 2009).
Here this incident gives insight to the most areas where Iridium LLC was lacking. There was a huge difference in uncertainty avoidance indices indulgence indices power distance indices of the attendees and chief executive officers. He might not have said this to hurt or over-power the partners rather he was trying to chalk out things in order to manage them. Secondly, there may be a difference among long term orientation indices of partners which led them to make un-matching pace of performance. Thus there was a need to manage such circumstances which would have bridged these differences among employees and between employees and bosses.