Project Leadership: Case Study of Apple’s Project Purple

Project Leadership: Case Study of Apple’s Project
Purple
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Introduction
Since project purple was rolled out in 2007, iphones have become both an economic and cultural phenomenon (Nieto-
Rodriguez, 2018). The sole purpose of creating the iPhone was so as to incorporate entertaining content in phones (since phones then
lacked entertainment content and were not as good as iPods (Devine, 2012).
Project Context
Similar to the majority of Apple’s success stories, the roots of iPhone can be traced back to the Apple’s co-founder and
CEO, Steve Jobs. Jobs began thinking about an Apple phone in 2002 shortly after the release of the first iPad. The most remarkable
and notable aspect about this project is that Apple never launched a full-blown project in developing the iPhone’s first concepts. The
phase of ideation was undertaken discretely with a limited allocation of resources. This is unlike most organizations that launch a full-
scale project for virtually all the ideas they generate and thus leading to numerous failed projects.

The Key Leadership Challenges
Experienced in the Project
In launching new projects, the project’s leadership team faces a complex mix of challenges. The leaders need to mobilize and
motivate a diverse and multidisciplinary taskforce, streamline working across organizational boundaries, and improve the taskforce’s
efficiency to achieve the project’s visualized growth.
Moreover, from the external environment, the team leaders have to face even more complicated and globalized challenging
environments. They need to manage numerous government requirements, keep up with the developmental speed of the competitors, and meet
the key stakeholder’s expectations about the project (Gentry, Eckert, Stawiski & Zhao, 2016).