Case study: The product launch

Haukur Jarvisson is founder and CEO of Gamics, a small gaming developer in Iceland. His company has expanded rapidly in recent years, and has a staff of 35 people — representing 15 different nationalities — in its offices in Iceland, the US (Santa Barbara), Brazil (Rio) and the UK (London). Haukur is a strong believer in the value of diversity and has attempted to develop an organizational culture that values different skills and mindsets as a source of innovation. The company slogan is: “We’re different because we value difference.” Haukur is talking to Ivan, a Russian programmer from Moscow.

Haukur: So, how are things going with the launch plans? The timing looks quite tight now. Ivan: I’m a bit frustrated, to be honest. It’s the same problem with the marketing colleagues in the US that we always have. They keep changing the audience specification. One minute, we’re developing a product for undergraduates; then it changes to low teens. And all this impacts design and programming.

Haukur: Why is this still happening?

Ivan: They lack structure and project management skills. They plan one thing. Then decide to do another survey, get different information and then they plan something else. It’s crazy! Haukur: Have you talked to them?

Ivan: Of course, but then we’re back to culture, and I can’t change that. You know what Americans are like — so fuzzy. It’s all friendly, pretending to listen, but nothing changes. They have no real interest in what happens in Europe and in the programming process, and no idea what their project changes mean for us.

Haukur: So what should we do?

Ivan: You don’t want to hear my answer to that

question!

Haukur: OK, look, I’ll speak to them when I’m in the US next week and see what they say. There’s probably a good reason. They’re not bad people.

Ivan: Haukur, they’re lovely people, don’t get me wrong. They’re just a nightmare to work with.

What to think about

What does Ivan see as the main causes of his problems with his US colleagues?

What do you think are the main causes of these problems?

What steps should Haukur take to resolve these problems?

You will find our feedback on page 42