Apple’s Copland October 7th, 2008

That’s what I call a massive management failure. Very interesting reading.

In 1989, managers at Apple had a meeting to plan the future course of Mac OS development. Ideas were written on index cards; features that seemed simple enough to implement in the short term (like adding color to the user interface) were written on blue cards, while more advanced ideas (like an object-oriented file system) were written on pink cards. Development of the ideas contained on both sets of cards was to proceed in parallel, and the two projects were known simply as “blue” and “pink”. Apple intended to have the “blue” team release an updated version of the existing Macintosh operating system in the 1990–1991 timeframe, and the “pink” team to release an entirely new OS around 1993.

The “blue” team delivered what became known as System 7 on May 13, 1991, but the “pink” team suffered from second-system effect and continued to slip its release into the indefinite future. Some of the reason for this can be traced to problems that would become widespread at Apple as time went on; as “pink” became delayed, engineers on the project jumped ship to work on “blue” instead, leaving the “pink” team constantly struggling for staffing. Management basically ignored these sorts of problems, leading to continual problems with delivering working products. In the case of “pink”, development eventually slowed to the point that the project was moribund, and Apple semi-abandoned it by spinning it off to form Taligent.

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