Robin Kiera, Inhouse Consultant, Goodgame Studios
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Increasing Production by Organizational Change (White Nights St. Petersburg 2016)
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Robin Kiera, Inhouse Consultant, Goodgame Studios
- 1. LESSONS LEARNED FROM GOODGAME STUDIOS REORGANIZATION – BY ROBIN KIERA INCREASING PRODUCTION BY ORGANIZATIONAL CHANGE
- 2. RESULTS 1 2 3 FASTER DEVELOPMENT & MORE GAME RELEASES HEALTHY REVENUE FROM LIVE GAMES SCALABILITY OF GAME PRODUCTION 4 CLEAR RESPONSIBILITIES
- 3. AGENDA INTRODUCTION THE PROJECT 1 2 3 Q&A 4 LESSONS LEARNED
- 4. INTRODUCTION
- 5. WHO IS ROBIN KIERA
- 6. 66 GOODGAME STUDIOS: SUCCESSFUL WEB AND MOBILE GAMES
- 7. 77 € 202 MILLION Revenue 2012 28 2013 103 202 2014 GOODGAME STUDIOS IN NUMBERS 2012 1 2013 13 35 2014 € 35 MILLION EBITDA IN THE BLACK since 2011
- 9. 99 STARTING POINT: PRODUCT PORTFOLIO IN 2014/1015
- 10. 10 INSPIRED BY LEAN SIX SIGMA – DMAIC-METHOD Define Measure AnalyzeImprove Control
- 11. 11 A QUESTION OF STRUCTURE Manpower Method Measurement Operational Actions Structural Changes
- 12. 12 MATRIX Game 1 Game 2 Game 3 Game 4 Game 5 Game N Product Manager Product Manager Product Manager Product Manager Product Manager Product Manager Lead PM Balancing Balancing Balancing Balancing Balancing Balancing Game Design Game Design Game Design Game Design Game Design Game Design Lead Balancing Lead Game Des Analysis Analysis Analysis Analysis Head of BI 3 D Art 3 D Art 3 D Art 3 D Art 3 D Art 3 D Art Lead 3 D Art 2 D Art 2 D Art 2 D Art 2 D Art 2 D Art 2 D Art Lead 2 D Art UI UI UI UI UI UI Lead UI Server Dev Server Dev Server Dev Server Dev Server Dev Head of Server Dev Client Client Client Client Client Client Lead Client Central Departments (HR, Corporate Com, Legal, Sales, Customer Operations, Finance, Marketing, Conversion, IT etc.) Project- managmt. Project- managmt. Project- managmt. Project- managmt. Project- managmt. Project- managmt. Lead Project.
- 13. 13 MODERATE SILO STRUCTURE Chief Product Lead 1 Team Lead Art Team L Dev Team L Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Head of Studio 3 Product Lead Art Lead Dev Lead Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Head of Studio 4 Product Lead Art Lead Dev Lead Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Head of Studio 5 Product Lead Art Lead Dev Lead Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Head of Studio n Product Lead Art Lead Dev Lead Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Game 1+2+3 Game 4 Game 4 Game 5 Game N Product Lead 2 Team Lead Art Team L Dev Team L Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Product Lead 3 Team Lead Art Team L Dev Team L Game Design Balanci ng Ana- lysis 2D Art 3D Art UI Server Client Head of Studio 1
- 14. 14 IMPLEMENT CHANGE Deadline of 6 weeks
- 15. 15 TOP DOWN COMMUNICATION CASCADE Decision chiefs Involvement stakeholder Information of heads Information of leads and team leads Information to team members Information to rest of the company
- 16. 16 IMPLEMENTATION OF CHANGE: WEEK 6 Monday Tuesday Wednesday Thursday Friday MondaySaturday Sunday Start Follow- up actions Moving 400 people Follow- up meetings Announc ement and first 1:1 talks Several hundred 1:1 talks Final decision on roles and structures Last minute changes Final changes
- 17. 17 THE RESULTS
- 18. 18 RESULTS 1 2 3 FASTER DEVELOPMENT & MORE GAME RELEASES HEALTHY REVENUE FROM LIVE GAMES SCALABILITY OF GAME PRODUCTION 4 CLEAR RESPONSIBILITIES
- 19. 19 FASTER DEVELOPMENT & MORE LAUNCHES Software production Releases (Soft and Global Launch) Time of Reorganization Now
- 21. 21 SCALABILITY Product Lead 1 Game 1+2+3 Product Lead 2 Product Lead 3 Head of Studio 1 Product Lead 3 Product Lead 1 Game 4+5 Product Lead 2 Head of Studio 1 Product Lead 1 Game 8 Head of Studio 1 Product Lead n Game n Head of Studio n Product Lead 1 Game 6+7 Product Lead 2 Head of Studio 1
- 23. 23 THINGS WE COULD HAVE DONE BETTER 1 2 3 COORDINATION WITH CENTRAL DEPARTMENTS KNOWLEDGE EXCHANGE AND TRANSFER MORE FOLLOW UP PROJECTS
- 24. 24 LESSONS LEARNED 1 3 4 INCREASE OF PRODUCTION BY ORGANIZATIONAL CHANGE IS POSSIBLE 5 NEVER CHANGE A WINNING TEAM CHANGE CONTINUES FACTORS OF SUCCESS: GREAT EMPLOYEES AND DEDICATED MANAGEMENT 2 TAKE YOUR TIME FOR TRADITIONAL CHANGE MANAGEMENT TOOLS
- 25. 25 Q&A SESSION