A proposition for a simple, scalable management model
Introduction
This document presents an organisational method for creative studios. The proposal is to set up a network of groups with a certain level of autonomy in decision-making to ensure smooth running. These so-called functional groups are intended to reflect the natural way in which the company operates, and generate the least friction possible. They seek to maximise complementarity between groups and between the members of each group.
Groups, objectives and decisions
In defining the groups, we try to fit in as closely as possible with the natural workings of the company: groups already exist for projects and support functions ; we simply propose to structure them and make their exchanges more explicit.
The objectives of a functional group are defined first and foremost by the company’s needs. The group can also define additional objectives internally.
Decisions are taken collectively within a functional group. The group leader sets up the decision-making method and the communicator ensures that the decision is known to everyone inside and outside the group. The group can delegate its decision to a temporary mandate if it needs to react quickly.
The steering committee brings together the representatives of the functional groups (method of representation to be defined) and keeps pace with the life of the company. If a group feels poorly represented on the committee, it should bring better representatives. The steering committee operates in the same way as the other groups in terms of decision-making.
In each group, decisions are taken collectively. A decision is taken on the basis of the current state of knowledge. A decision that contradicts a previous decision is not necessarily a step backwards, but simply the result of the collective learning process.
Functional groups are represented in discussions with other groups by one or more representatives. Each group has objectives and makes decisions. Roles are defined within each group to ensure that it functions properly.
Roles
In each functional group we propose 3 roles to be played by one or more people:
The facilitator‘s objective is the well-being and performance of the functional group. He-she chooses the tools best suited to the balance of the group and works with the communicator on documentation and communication tools within the group and with other groups.
The communicator‘s objective is to communicate and document the information needed for the group to function properly and interact with other groups.
The referent‘s objective is to develop the group’s knowledge of its skills. Referents have a vision of the state of the art in the industry and in the company. He or she relies on the facilitator to share knowledge and on the communicator for documentation and interaction with the other groups. Naturally, a group can have several coordinators for different areas of expertise. Referents are not necessarily named, but they must be known when they are needed!
The important thing is to bear in mind that it is often difficult, if not impossible, to combine talents that are often contradictory in the same person, and that having a single person in charge will force that person to work uncomfortably in one role due to a lack of interest or skills, with this imbalance affecting the team and the company. Differentiating roles allows the company to scale up by facilitating the recruitment of complementary profiles.
Roles are identified to all staff in an organisation chart that sets out clear communication procedures. Roles are not part of a hierarchical model but can be promoted.
Standard industry job titles are still used for recruitment and customer relations, so the positions assigned to a project comply with industry definitions.
The project and the project committee
A project mobilises several of the company’s resources to achieve a specific objective within a given timeframe, with resources specifically allocated. A project can be a production or a tool development or pretty much anything within the company. A project is presented by the project leader to the steering committee.
The project objective is defined by the steering committee at the start of the project, based on the requirements of the customer (internal or external). It defines the quality of the project, in its economic, technical, artistic and other dimensions. This definition may change as the project progresses, and changes are tracked in the project file. It is by monitoring the indicators against the objectives that a quality approach can be put in place.
Resources are allocated during the project committee by representatives of the functional groups concerned. They allocate certain group resources to the project, with the aim of achieving a balance between the project’s ambitions and the smooth running of the group. The resources may also change as the project progresses. This goes along with an agile management of the project, where goals are reviewed regularly based on the progress and resources adjusted accordingly.
The project committee’s mission is to mobilise and optimise the human and technical resources allocated by the groups, all in a fun, good-humoured way, within the timeframe and budget allotted.
Getting started
The implementation of such an organisation won’t happen overnight; it will evolve step by step with the gradual formation of groups that will be supported in their integration into the new organisation. There will therefore be a transition period during which the traditional organisation will coexist with the new one, in a spirit of goodwill.
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