Big Spaceship Case

Big Spaceship has the potential to go big, however it is not the best course of action. Going big would lead to the creation of numerous smaller teams within the agency, consequenting the disunification of the agency as one large team. Already at the end of 2008, with only four seven-member project teams and one floater team, there is an organizational rigidity beginning to bind the previously dynamic community. Hiring more employees and isolating them into teams would break down the family community that is a large part of what identifies Big Spaceship’s work-culture. Not only would the isolation of each individual into separate teams prevent Big Spaceship from utilizing each employee to their maximum efficiency, it would also create a disconnect between the people of the same discipline working on different teams and different projects. Employees who were once accustomed to being able to learn from each other through intradisciplinary communication would be left feeling estranged from their previous co-workers/mentors. The additional layers of management required to regulate the larger employee pool would also unavoidably lead to a hierarchical structure that will compromise the culture of self-motivation at Big Spaceship. To Lebowitz, I would quote him back his own words: “Growth is a side effect, not a goal.” If Big Spaceship does grow, it should be left to grow organically. Hiring new employees in bulk to “grow big” would be a betrayal to the current employees who had turned away offers from higher-paying agencies for the positions that they hold now. The current strategists, producers, designers and developers value the core principles and culture found at Big Spaceship. They believe in the spirit of innovation. They appreciate the freedom that they have to create stories and experiences in the digital space while working with clients. They put the project before profit - and Big Spaceship should too. This agency is known for its customized services and