Organisation Structure and

Design
ANKIT BOHRA( UM19201)
SIDHANT KAMAL WILDFIRE ENTERTAINENT
NAYAK(UM19250)
SIDHARTH SHANKAR
PANDA(UM19251) PRESENTED BY- GROUP 3(SEC-D)
SIDHARTHA SWAIN(UM19252)
VASHISHT KHAJURIA(UM19260)
 WILDFIRE TIMELINE BEFORE RESTRUCTURING

01 THE BEGINNING Started in 2006. Based in Amsterdam.

In 2009-50 games developed, animated films

02 GROWTH STORY and apps
Record breaking year in 2012 by Squealers.

03 Apple iOS- 600,000 smartphone apps

MOBILE-PHONE
APP INDUSTRY Android OS- 3million downloads per day

04 INITIAL
Informal structure, friendly working environment
WILDFIRE STRUCTURE 40 employees
ENTERTAINMENT 2011- Transition from browsing on computers to
05 SMARTPHONE
BOOM smartphones
• Lack of formalized routines
06 ISSUES • Slow decision making process
• Rise in costs
• Lack of prioritization
 FUNCTIONAL
Characteristics:
• Small/medium size firm with few products;
STRUCTURE
• Functionalities of the employees were divided into Technical Roles, R&D, and
Core support functions
• Job description and layers were created It moved from a two layer system to
a seven layer hierarchical system

Positive Impacts: Founders & office of

CEO
 Brought much clarity and deepened the expertise within each unit
 Work was carefully planned and coordinated across teams efficiently
 Tasks were done faster, accountability was established and reporting was
Marketing &
manageable Administration R&D Operations
distribution

Negative Impacts: Controlling Personnel Legal Storyline Animation

Software
Engineering
× Layering increases and the business size increases with a price
× Slows down the company: because of increased layering.
× Increased delays: decisions got cascaded up to the senior management team
× Polarization of teams
× Bigger picture for growth remained unseen
 MATRIX STRUCTURE
Characteristics:
• Dedicated team for each main product.
• Shared resources: share of technical resources across the product
lines.
• Team members to report to both functional heads and product team
leader.

Positive Impacts:
 Speed without being redundant, without losing efficiency the work
was carefully planned and coordinated across teams efficiently
 Acquire technical depth of functional organization
 Get an integrated holistic view of each major product line

Negative Impacts:
× Disagreements and confusion emerged as resources were shared
× Reporting issues due to lack of definite hierarchy
× Team members lower down sensed the confusion amongst their
competing bosses, politics emerged
× Businesses were growing apart due to differences between the
expectations of employees
 DIVISIONAL STRUCTURE
Characteristics:
• Large corporations: multiple products that are poorly interrelated
• Each division contains a complete set of functions – Operations,
marketing and distribution, software development
Positive Impacts:
 Clear accountability: clear correlation between profit and expense of
each division
 Each division would be cohesive unit and can respond to instant
Founders &
Office of CEO

market requirements of that product Division 1:

Division 2:
Animation
Division 3:
Learning
Administrati
on
Gaming
and Movie Tools

 The previous culture of working together towards a common goal of Marketing Software Marketing Software Marketing Software

product development Operations and

Distribution
Developmen
t
Operations and
Distribution
Developmen
t
Operations and
Distribution
Developmen
t
Controlling Personnel Legal

 collaborations leads to skill development of employees and buy time

to look after larger strategic issues

Negative Impacts:

× Due to the integrated fund, each division would try to fetch the major
part of it

× Emergence of Silo Mentality inside the organization.

 OBSERVATIONS AND SUGGESTIONS
• What we learned that Wildfire being a part of an innovation and competitive industry had to adopt the policy “Change is the only constant“.

• Halocracy and network structures were the next footprint with the growing corporation .

Halocracy structure Network structure

• The company further can go for a hybrid structure that would have the characteristics of divisional functional and matrix structure.

• Functions that don’t come under core competencies like support functions as HR, Finance can have a functional structure.

• Core competencies such as animation, Game-making can go for a Matrix structure along with a divisional structure .