jump to navigation

Talking Tom has a case study March 4, 2019

Posted by Miha Škerlavaj in case study, change management, creativity, innovation, leadership, organizational culture, relations at work, teaching.
comments closed

In less than a decade, Talking Tom and friends have become a household name around the world with number of downloads exceeding the global population. A fascinating story of how Outfit7, the company behind the scenes of Talking Tom has been started up, scaled up, how founders exited and how it is developing recently as one of rare entrepreneurial unicorns under the new ownership. Many thanks to my co-authors Spencer Harrison (INSEAD) and Žiga Vavpotič (Outfit7 member of the board), all the contributing interviewees including Iza Login (the founder of Outfit7), Xinyu Qian (CEO), all the participating leaders and employees from Outfit7 as well as dedicated staff from the INSEAD to get the story out in the open. Three-part case study is now available from the INSEAD case publishing, the Case centre and now also from the Harvard business school publishing. Our greatest hope is that it will spark fruitful discussions and learning in the educational institutions around the world.

Abstract:
Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 8 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.

Pedagogical Objectives:
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.

Keywords:
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork

Advertisements

Relational leadership and creativity August 21, 2017

Posted by Miha Škerlavaj in creativity, leadership, relations at work.
Tags: , , ,
comments closed

What kind of leader-employee relationships matter most in terms of creativity? This is the question Stine Therese S. Berg (OSM Aviation Management), Arnhild Grimstad (Google Ireland), Miha Škerlavaj (BI Norwegian Business School), and Matej Černe (University of Ljubljana, Slovenia) asked ourselves in the most recent publication from European Management Journal with the title Social and economic leader-member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity .

Here is the abstract:

In the current study we explore the relational aspect of leadership for stimulating employee creative behavior. Drawing on leader-member exchange (LMX) theory, we propose that the association between two distinct types of leader-member exchange relationships (social [SLMX] and economic [ELMX]) and creative behavior is mediated by employee willingness to take risks and moderated by emotional carrying capacity. Based on two-wave data from a sample of 147 employees, we surprisingly find only marginal support for the association between SLMX and creative behavior, and, as expected, we find no support for the association between ELMX and creative behavior. We do find evidence of the full mediation of willingness to take risks in these two associations. Furthermore, we also find a positively significant interaction of SLMX with emotional carrying capacity (ECC), but no support for the interaction of ELMX with ECC in predicting employee creative behavior. We contribute to a deeper view of understanding the leadership of employee creativity as a relational process, contingent upon both employee characteristics as well as the nature of leader-member exchange.

MKWCI TV2: Student creativity at its best! November 17, 2016

Posted by Miha Škerlavaj in change management, innovation, prosocial motivation, relations at work.
comments closed

mkwci-tv2-logoMSc students at BI Norwegian Business School have been working hard over the semester at our course Managing knowledge work, creativity and innovation to come up with 13 innovation stories under the umbrella of MKWCI TV2. These are stories about success, growth and scaling-up, they are also stories about learning from failure. Narratives about technological, process and service innovations, about innovation process, change agency, prosocial motivation, startup cultures, challenges of scaling up, as well as about the innovation outcome itself. Video testimonials come from private and public sector, from healthcare and social care, shipping, transport, green economy, municipalities, IT sector, sports, dealing with technological distractions and behavioral change through gamification, and shared economy. Lessons learnt? Good innovation stories are all around! And it is remarkably engaging to learn about them as innovation journalists. Enjoy the show!

MKWCI TV 2015 November 20, 2015

Posted by Miha Škerlavaj in creativity, innovation, learning networks, relations at work.
Tags: , , ,
add a comment

Have to say this, I am really proud of my MSc students at BI Norwegian Business School for the work they have done. MKWCI TV is a BI Learning Lab project created by students of major in Leadership and change, within the course Managing knowledge work, creativity and innovation. Students assumed the role of innovation journalists and co-created 12 digital video recorded narratives about chosen concepts and ideas from the course in real-life settings. Stories of success and failure, all deep learning about what is the role of people in innovation processes. Enjoy the show!

 

 

No man is an island: Relations at work (video added) August 20, 2015

Posted by Miha Škerlavaj in prosocial motivation, relations at work, social network analysis for management.
comments closed

Looking forward to tie the knot over the process of becoming a full professor at BI Norwegian Business School. The inaugural lecture I have prepared for August 28th at BI in Nydalen, Oslo, C2-060 has a title No man is an island: Relations at work. If you have time, interest and are in vicinity, please register and come on over:  http://www.bi.edu/about-bi/calendar/inauguration-lecture-professor-miha-kerlavaj/

… and here is the video of the event:

%d bloggers like this: