So the top brass at Samsung Electronics Co., including phone chief D.J. Koh, decided to accelerate the launch of a new phone they were confident would dazzle consumers and capitalize on the opportunity, according to people familiar with the matter. They pushed suppliers to meet tighter deadlines, despite loads of new features, another person with direct knowledge said. The Note 7 would have a high-resolution screen that wraps around the edges, iris-recognition security and a more powerful, faster-charging battery. Apple’s taunts that Samsung was a copycat would be silenced for good.
Then it all backfired. Just days after Samsung introduced the Note 7 in August, reports surfaced online that the phone’s batteries were bursting into flame. By the end of the month, there were dozens of fires and Samsung was rushing to understand what went wrong. On Sept. 2, Koh held a grim press conference in Seoul where he announced Samsung would replace all 2.5 million phones shipped so far. What was supposed to be triumph had turned into a fiasco.
Pretty damning report.
At my company, we have over-enthusiastic execs and sales people that promise clients that a job will be done in half the time it would take for teams to do it properly. So what ends up shipping most of the time is a broken mess, with the overarching theme being, ‘Eh… screw it, we’ll fix it in production.’
That’s bad when you do it with software, but a complete disaster if you’re dumb enough to try it with hardware.