The company believed that it was difficult to maintain the quality of work and scale balanced. The company also had reservations that increasing the size of the company may dilute the unique quality and experience, which the firm delivered to its clients as many clients required individual attention of Big Spaceship in their projects, which the clients enjoyed and was a factor of retention for the company. The company was concerned regarding taking the new approach of growth, which could affect the company’s culture and its people. The biggest issue that the company was facing at the time of changing demand was the change in boutique culture, which was a very difficult decision as Lebowitz wanted to find a path between keeping the boutique culture and increasing the size of the company in terms of employees. This structure of closely knitted free spirited team enabled the company to retain the talent, which was an irreplaceable asset to meet the demand by innovative products. The foos ball tables, video games, free snacks everyday created an informal office environment which employees did not need to change. Activities such as foos ball and Big Spaceship Olympics promoted fun and encouraged employees to nurture the culture of innovation. The company provided an open environment where anybody’s voice was heard without any bias, which fostered a spirit of creativity and created a deep sense of engagement within the employees. In order to make the company most attractive to the employees and distinct,Big Spaceship provided such activities which could make the employees feel happy. Growth was never the focus of Lebowitz, as to him growth was disruptive and could destroy the structure of the company. The team structure was driven by its business strategy to provide the best and to keep things under control. The company had a remarkable team based structure, unparalleled by any of its competitor. This strategy was the company’s differentiation strategy, which worked as a competitive edge, because the other players in the market were more concerned about making money than choosing what was right. The company filtered the projects and then analyzed and learned about the clients in depth which enabled the company to make a decision of taking the project along or dropping it. The company, Big Spaceship, used difficult trade offs by choosing which project to work on and which one not to work on. A sustainable strategic position requires a difficult trade off,because the essence of the strategy is what not to do so.
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