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LESSONS LEARNED FROM GOODGAME STUDIOS
REORGANIZATION – BY ROBIN KIERA
INCREASING PRODUCTION BY
ORGANIZATIONAL CHANGE
RESULTS
1
2
3
FASTER DEVELOPMENT & MORE GAME RELEASES
HEALTHY REVENUE FROM LIVE GAMES
SCALABILITY OF GAME PRODUCTION
4 CLE...
AGENDA
INTRODUCTION THE
PROJECT
1 2 3
Q&A
4
LESSONS
LEARNED
INTRODUCTION
WHO IS ROBIN KIERA
66
GOODGAME STUDIOS: SUCCESSFUL WEB AND MOBILE GAMES
77
€ 202 MILLION
Revenue
2012
28
2013
103
202
2014
GOODGAME STUDIOS IN NUMBERS
2012
1
2013
13
35
2014
€ 35 MILLION
EBITDA
...
8
THE PROJECT
99
STARTING POINT: PRODUCT PORTFOLIO IN 2014/1015
10
INSPIRED BY LEAN SIX SIGMA – DMAIC-METHOD
Define
Measure
AnalyzeImprove
Control
11
A QUESTION OF STRUCTURE
Manpower Method Measurement
Operational Actions
Structural Changes
12
MATRIX
Game 1
Game 2
Game 3
Game 4
Game 5
Game N
Product
Manager
Product
Manager
Product
Manager
Product
Manager
Produc...
13
MODERATE SILO STRUCTURE
Chief
Product
Lead 1
Team
Lead
Art
Team L
Dev
Team L
Game
Design
Balanci
ng
Ana-
lysis
2D Art
3...
14
IMPLEMENT CHANGE
Deadline of
6 weeks
15
TOP DOWN COMMUNICATION CASCADE
Decision chiefs
Involvement stakeholder
Information of heads
Information of leads and te...
16
IMPLEMENTATION OF CHANGE: WEEK 6
Monday Tuesday Wednesday Thursday Friday MondaySaturday Sunday
Start
Follow-
up
action...
17
THE RESULTS
18
RESULTS
1
2
3
FASTER DEVELOPMENT & MORE GAME RELEASES
HEALTHY REVENUE FROM LIVE GAMES
SCALABILITY OF GAME PRODUCTION
4 ...
19
FASTER DEVELOPMENT & MORE LAUNCHES
Software production
Releases
(Soft and
Global
Launch)
Time of
Reorganization
Now
20
CLEAR RESPONSIBILITIES
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...
22
LESSONS
LEARNED
23
THINGS WE COULD HAVE DONE BETTER
1 2 3
COORDINATION WITH
CENTRAL
DEPARTMENTS
KNOWLEDGE
EXCHANGE AND
TRANSFER
MORE FOLLO...
24
LESSONS LEARNED
1
3
4
INCREASE OF PRODUCTION BY ORGANIZATIONAL CHANGE IS POSSIBLE
5
NEVER CHANGE A WINNING TEAM
CHANGE ...
25
Q&A SESSION
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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. 1. LESSONS LEARNED FROM GOODGAME STUDIOS REORGANIZATION – BY ROBIN KIERA INCREASING PRODUCTION BY ORGANIZATIONAL CHANGE
  2. 2. RESULTS 1 2 3 FASTER DEVELOPMENT & MORE GAME RELEASES HEALTHY REVENUE FROM LIVE GAMES SCALABILITY OF GAME PRODUCTION 4 CLEAR RESPONSIBILITIES
  3. 3. AGENDA INTRODUCTION THE PROJECT 1 2 3 Q&A 4 LESSONS LEARNED
  4. 4. INTRODUCTION
  5. 5. WHO IS ROBIN KIERA
  6. 6. 66 GOODGAME STUDIOS: SUCCESSFUL WEB AND MOBILE GAMES
  7. 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
  8. 8. 8 THE PROJECT
  9. 9. 99 STARTING POINT: PRODUCT PORTFOLIO IN 2014/1015
  10. 10. 10 INSPIRED BY LEAN SIX SIGMA – DMAIC-METHOD Define Measure AnalyzeImprove Control
  11. 11. 11 A QUESTION OF STRUCTURE Manpower Method Measurement Operational Actions Structural Changes
  12. 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. 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. 14 IMPLEMENT CHANGE Deadline of 6 weeks
  15. 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. 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. 17 THE RESULTS
  18. 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. 19 FASTER DEVELOPMENT & MORE LAUNCHES Software production Releases (Soft and Global Launch) Time of Reorganization Now
  20. 20. 20 CLEAR RESPONSIBILITIES
  21. 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
  22. 22. 22 LESSONS LEARNED
  23. 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. 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. 25 Q&A SESSION

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