Computer Game Design

NEED FOR NEW CAPABILITIES

* During 1980s & 1990s, executives in large companies focused on downsizing, delayering and reengineering. Forming strategic alliances was emphasized to computer game design build capabilities and expertise.

* In the mid 1990s, executives felt the need for a new business model to cope up with the changing environment.

* They were not able to gain efficiency and maintain control together at the same time.

* External Challenge Slow growth, strong global competitors taking only a small piece of the pie.

* Internal Challenge Not able to combine power & resources of a large company with the hunger and spirit of a small company.

* In this era of Internet and associated networked technologies, large established companies and entrepreneurial firms, cope with the challenge of being big and small simultaneously.

* There is a need for small firms to expand product lines and geographic reach quickly to keep pace and do business with large firms dominating markets.

HISTORY REPEATS

* In 1950s and 1960s, hybrid organizations were designed to enable companies to act big and small simultaneously.

* This served the need for control and efficiency as well as enable flexibility and speed of response.

* Today*s 21st century demands:

* *Adaptive, information-intensive, team-based, collaborative and empowered organization*

* Companies that adopted this structure realized that this model is further leading to conflicts, confusion, information overload and costly duplication of resources.

* The problem is not that of strategy development, but proper strategy management in conjunction with new & complex environment.

* The emergence of the Internet, e-commerce, and integrated, powerful & flexible databases & business systems in late 1990s * information processing & communication infrastructures computer game design matching the needs of big and small companies.

* However, networked technology cannot define the information to be needed in the system.

* It can enable new organizational structures & systems, but cannot motivate people to use information to make decisions & take strategic actions.

* In the last five years, there has been some real progress in creating information links between companies. First EDI, and now XML are easing the technical burdens of sharing information.

* There is a need for new organizational capabilities.

CHARACTERISTICS OF A BIG COMPANY

* Organized by function * how does info flow*

* Committed to efficiency

* Operates with controls

* Pyramidal structure - Who is in the middle of that pyramid, and what do they do*

* Risk reduction; appropriate for a stable environment

ADVANTAGES OF BIG ORGANIZATION

* Financial resources for the long haul

* A staff of knowledgeable people

* Experience that can be used in new situations

* Economies in purchasing and manufacturing

* Substantial R&D to lead innovation

PROBLEMS OF BIG ORGANIZATION

* Employees may be stuck in ruts

* Management may be risk-adverse

* New ideas can be lost in the bureaucracy

* Rules, policies, and hierarchies can add costs to otherwise simple tasks

CHALLENGES TO BUILDING A NETWORK

* Building consensus is a time-consuming process. Still, network members may not always agree on the goals, objectives, and strategies of the network.

* The network must build trust among its members. Member organizations and programs may compete for funding from the same donor agencies, hampering their ability to collaborate. Building trust in computer game design the face of such conflicts is difficult.

* Members may have previous experiences, both personal and professional, with each other, that affect their ability to work collaboratively.

* The larger the network grows, the more complex it is to manage its logistics. Keeping all members aware of meetings, actions taken, results, and upcoming activities is important.

* The network must find a means of dividing work equitably among members.

* The network must remain a collaborative effort among all members, rather than the possession of one or several of the most powerful members.

* Members must agree on rules necessary for the network to operate smoothly and effectively.

* The network must decide how to leverage resources for its collaborative activities.

GUIDELINES FOR EFFECTIVE NETWORKS

* Share information among members of the network.

* Develop a network mission statement and goals.

* Develop objectives and strategies.

* Create and follow a realistic time line.

* Establish a structure and leadership roles.

* Share responsibilities through committees.

* Hold regular meetings.

* Keep people informed.

* Select spokespeople who will represent the network to the media.

A NEW WORLD

WHY DO WE NEED *BIG LITTLE* COMPANIES*

Because big companies can*t deliver what customers want, and neither can small companies.

Big Companies

Size * More bigly size to manage and to lead; need to take of external environment.

Reach * The reach is beyond the internal organization.

Resources * Need to allocate resources efficiently keeping in mind competitors* moves.

Small Companies

Flexibility * They are more flexible in their approach.

Responsiveness * Only accountable to the internal environment, thus low risks involved

Closeness to customers * Customers are more loyal towards the organization.

How does that *Big-Small* company look and act differently than an industrial economy company*

Business model, organizational structure, management responsibilities, treatment of its value chain, sourcing, typical revenue streams, *

BLUEPRINT FOR A NETWORKED ORGANIZATION

There is a need for a well conceived *business blueprint* to design a successful company.

There exist three categories in the business blueprint:

* Operating and Innovative

* Managing and Learning

* Leading and Engaging

These categories are building upon one another to provide the organization & technological infrastructure required to build a networked organization.

OPERATING AND INNOVATING:

* Includes all activities a firm and its suppliers and partners undertake to design, build, market, sell & deliver products & services.

* Serve and care for customers, suppliers & business partners.

* Success lies in the ability to adapt these operating activities to address customer, market, competitive, and regulatory requirements.

MANAGING AND LEARNING:

* Allocate resources

* Plan strategy & how it will be executed

* Organize people into groups and coordinate work

* Monitor and measure performance

* Adjust strategies, plans, budgets, & organizations based on learning

LEADING AND ENGAGING:

Management

Planning & budgeting

Organizing & staffing

Control & problem solving

Coping with complexity

Leadership

Defining a clear, compelling vision

Attracting, motivating, energizing & retaining top talent

Creating a culture & ensuring that values, behaviors are reflected in the decisions made & actions taken

Attracting & mobilizing the resources for change

BUILDING VALUE NETWORKS

* Should we make it or buy it*

* Do we pay for the service or do it ourselves*

* What are we best at*

* What are our core competencies*

Whatever we buy makes us dependent upon the supplier.

We not only give them money, but we give them a portion of control over our ability to do business. This gets us back to IT. If we can know more about computer game design our suppliers, up to and including real-time data on their processes and capacity, we can feel more comfortable with our ability to control our own business.

SOURCES OF VALUE NETWORK SERVICES

Vertical integration

Locate all but the most routine, transaction-oriented activities inside the firm.

Selective sourcing

Source selected activities from the outside. Traditionally, sources activities were controlled through short-term contracts.

Virtual integration

Become part of a network of highly specialized, independent parties that work together to perform, coordinate, and control value chain activities.