| I lived through similar dynamics (though not at Ferrari, of course). The management knows that they need something new and out of their comfort zone. Someone (from within or without) suggests an idea that would never been accepted in the olden days. The management, for the sake of their company, would suppress every instinct they have built over the years, often over-correcting. This inevitably results in some questionable choices seeping in, in the name of openness to new paradigms. And not every time this goes well. I'm not saying this is what's happening here. These are world-class engineers and designers, but nobody is immune from a bad decision or two. |
That's why I can imagine Ive's company wowing the management with an early interior concept pitch, but then demanding also exterior design ownership as part of the agreement because "it needs to be a coherent design, like an iPhone".
Sounds perfectly reasonable and easy to vouch for. Management feels like they are anyway in control because they decide whether to launch the product or not.
But if the product starts to shift over the course of the development, someone in management has to make the call. And that's a very expensive call to make.
I've personally been with companies which had such big-name collaborations that "deviated" from expectations in very advanced development-stages.
I've seen companies successfully intervening, but more often than that scale-down the project or cancelling the entire collaboration and ending the project, as no partial solution could be agreed on.
The latter was especially common with Design Companies (e.g. Porsche Design, Prada, the earlier LVMH), as their contracts were not phrased for collaboration but for creative control. I would assume Jony Ive sees himself in the same bracket...