Assignment # 2:

Case Study: Teaming at Disney Animation

Program: MBA (Health MGT)

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 Teaming At Disney Animation

Question #1: What problem is Geibel trying to solve? What factors, overtime, have contributed to creating this problem at
Disney Animation?

Answer:

Jonathan Geibel , Director of Systems at Walt Disney Animations studios – (Disney Animations ) is approximately 90 years old studio
starting from short films to full length fantasy feature film Snow white and the seven dwarfs in 1937 to Frozen (2013) win Oscar in
March 2014. Disney Animations, a small company had evolved into a large, complex, structured and hierarchical organization.

The factors which are creating problem in Disney Animations involves multiple departments lack innovation and revolution in
production. At the company’s initiation, films were made manually required more man power to create a story-telling board, work on
each and every detail of the single scene where as Disney Animations now work on Technology advancement.

J. Geibel with R. Johnson has tried re-envisioned the system group in Disney Animation

ncreased technological complexity (high-tech computer

animaon and creave storytelling), and to produce compelling and engaging animated !lms, Disney
Animaon's systems department needed to improve their work'ow and e(ciency
 Increased Technological advancement i.e. high – tech computer animation and artistic story telling.
 Produced compelling and appealing animated films (moving from Short films – Full length films, Fantasy – Classical Films).
 Improve work flow and efficiency.

Factors affects Disney Animations

 Organizational Structure

The old Disney Animations has typical structural organization(Vertical Structure) more hierarchical with “Silos” where various
departmental heads (Managers) compete within the organization for the limited resources resulting in intra - personal conflicts and
lack of shared knowledge.

New Approach:

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 Teaming At Disney Animation

J. Geibel and R. Johnson changes Vertical Structure (top-down) to Horizontal Structure eliminating titles increasing communication
only having Organizational heads directly related to member of staff. Geibel used Fredrick Taylor’s Scientific Management system.
Scientific Management is that theory of Organizational Communication which is management oriented and has Production Centered
perspective.

 Leadership andManagement:

The old Disney Animations Studio (in the era of J. Lasseter and Ed. Catmull) is Autocratic leadership (Do as I say) where Managers
act like master.

New Approach:

Geibel after hiring Johnson change the leadership strategy somewhat mix of Democratic (involve participation – Let’s Discuss) and
Liaise- Faire (given empowerment- Go for It). This management also obsolete long term meetings of top – level managers and middle
managers. This leadership gives equal chance to everyone. It removes hierarchy and boundaries between teams (which should have
maximum number of 6 member and lead by the most skillful person).

Lack of Communication
As, the old Disney Animation Studio follows top-down structure and Autocratic leadership which increases Organizational
Communication discrepancies resulting in reduce work flow and efficiency ultimately decreases growth of Organization.

New Approach:

In Disney Animation Studio Geibel and Johnson changed the structure and management. It increases communication between
employees. The teaming approach increases Transformational changes within the employees. This approach is now people centric;
promote collaboration which increases employee efficiency and their engagement with work of organization. Geibel and Johnson
achieve two benefits.

 Employees feel appreciated willing to accept transformation.

 They are motivated to execute innovative ideas.

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 Teaming At Disney Animation

approach of pu6ng people central, promongcollaboraon, increasing e(ciency,

and employee engagement, served two goals. Employees felt that their input was appreciated and
therefore were more willing to accept the transformaon and were more movated to execute the
changes. Input from the team increased the quanty of possible good ideas for transformaon. This, in
turn, increased the quality of the overall transformaon.
approach of pu6ng people central, promongcollaboraon, increasing e(ciency,
and employee engagement, served two goals. Employees felt that their input was appreciated and
therefore were more willing to accept the transformaon and were more movated to execute the
changes. Input from the team increased the quanty of possible good ideas for transformaon. This, in
turn, increased the quality of the overall transformaon.
Question #2: What do you think of Geibel and Johnson’s approach to change? Why did they take this approach?

Answer:

Geibel and Johnson’s Approach:

Geibel and Johnson adapted following approaches and I think these approaches changes the way Disney Animation Studio working in
the past. Disney animation is all about creativity with a merger of Science and art. The changes they implement and the benefits they
get are as follows

 Change Vertical Structural organization hierarchy (top- down) to Horizontal Structure. The advantages of this approach are
easy accessibility of employees to top management by flatten the structure, eliminating the designation which increases status
conflicts.
 Introducing Teams (approximately 6 members) having skillful team lead. As in old Disney Animation Studio Managers being
master of resources order 80%. In new approach Geibel implement that manager should work side by side with team and, the
members of team can rotate and shuffle in different department according to their skills and interest (i.e. can act as secondary
team mate). It reduces communication gap, increases discussion (also introduce Tweeting on Social networking (twitter).
 By Teaming approach Geibel and Johnson also modified their Leadership and management strategy. They implemented a
balance of Democratic and Liaise- Faire leadership. They introduce open meeting (forming a proximate Coda team), eliminate

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 Teaming At Disney Animation

cubicles makes employee working in stress like introverts work with extroverts because Geibel believe we are not completely
introvert and extrovert (somewhat Ambivert – the character dominant in different situation). He has resolved the issues of
Introverts by giving headphones. Geibel and Johnson having their open office within the organization.

The last benefit of change is enhancing the organizational communicational skills. This approach is now people centric; promote
teamwork which increases employee efficiency and their engagement with work of organization. Geibel and Johnson achieve two
benefits. Employees feel appreciated willing to accept transformational changes and in result they are motivated to execute innovative
ideas.

Question #3: What led this structure to be effective at Disney Animation? How does research theory support this approach?

Answer:

In Disney Animation Studio Geibel and Johnson main focus on following changes and these all changes support research theory and
idea behind the implementation of this approach

Organizational development:

In which Flatten structure of organization increase participation of employee, employees are aware of their targeted road map, escalate
creativity. It is not only people centric but Geibel and Johnson work on Customer – behavior by introducing immediate contact
through messages and phone call as e-mail might be time consuming. Being a transparent organization after meeting with team they
conclude two have two e- mail lists which is one of the benefits of open communication.

Change in Work place:

The approach of no proper designated cubicles with direct contact with organizational head , managers work within team and also
shuffled , no proper titles and separate offices given to managers . New employees if they are not feasible to work with seniors shifted
to other department of their skill and interest by Geibel and Johnson. They also change their location as they are far from the technical

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 Teaming At Disney Animation

and management team so they set themselves in the center of organization easy accessibility; employees accept changes gradually and
easily with increase enthusiasm to work.

Increase Communication:

This approach ultimately support changes instigated by Geibel and Johnson lack of inter-personal conflicts within organization, no
inferiority complex and better ground-breaking ideas.

Question #4: What is your assessment of the new team structure-i.e. the new structure for Disney Animation’s systems group?
What are its strengths and weakness? Is this the right structure for the work the group does? Why or why not?

Answer:

The following strengths and weakness in new structure implementation within Disney Animation Studio by Geibel and Johnson that it
is a positive approach and it is the right way to work within teams

Strengths:

 Small teams increase motivation , efficiency , effectiveness and creativity/

 Teams adapt transformational changes easily and quickly.
 Manager now work within team so increasing their working contribution to 80% and leading by 20% which is vice versa in
the past.
 Rotations and shuffling within teams as employee depict their secondary role according to their skill and expertise which
increases enthusiasm.

Weakness:

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 Teaming At Disney Animation

 Too much discussion, too many ideas swift planning is difficult. It’s like adapting Polytheism.
 Different team mates like Introverts and Extroverts working together decreasing comfort zone. Introverts feel lost their
personal space to brainstorm their idea.
 Grabbing the idea of small teams certain members are unable to initiate by themselves they require permission from Top-
managers.
 Its time consuming as discussion sometimes, surpass the deadlines to meet the target.

Although there are certain weakness in this approach but strengths outshine the weakness so it is right structure for the work Geibel
and Johnson do.

Question #5: Would this structure work in your organization? Why or why not? In what environment is this structure best
suited for?

Answer:

As a Clinical Research Associate and being a part of Healthcare organization since last three to four years I completely agree to use
this structure as it best suited in today’s era of digital Clinical research organization because innovation comes from discussion and
teamwork. As researchers requires most brainstorming for creating magic.

This structure is best suited in all Healthcare organization and research centers. But, I think Human resource, manufacturing
department, and certain department pharmaceuticals this approach not yield fruitful results.

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