Big Spaceship has the potential for significant growth, but it might not be the best decision. Going big would result in the creation of multiple smaller teams within the agency, leading to dissatisfaction among the agency as a whole. By the end of 2008, the agency already experienced some organizational rigidity with a few project teams and one floater team. Hiring more employees and dividing them into teams would disrupt the familial atmosphere that is crucial to Big Spaceship's work culture.
Not only would isolating individuals into separate teams prevent Big Spaceship from utilizing each employee's full potential, but it would also create a disconnect among colleagues of the same discipline working on different projects. Employees who were previously able to learn from each other through interdisciplinary communication would feel alienated from their form
...er co-workers and mentors.
Additionally, the need for more management to oversee a larger employee pool would inevitably lead to a hierarchical structure, which could compromise the self-motivated culture at Big Spaceship. In response to Elbowing, I would remind him of his own words: "Growth is a side effect, not a goal." If Big Spaceship does experience growth, it should happen naturally and organically.
Hiring a large number of new employees in order to "scale up" would be a betrayal to the existing employees who turned down offers from higher-paying companies for their current positions at Big Spaceship. The current team members, including strategists, producers, designers, and developers, highly value the core principles and culture of the company. They strongly believe in innovation and cherish the independence they have in creating digital stories and experiences for their
clients. Their dedication lies in prioritizing the projects over profits, and Big Spaceship must also align with this approach. Being recognized for its customized services, the agency should maintain its selectivity when choosing projects to undertake.
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