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We only have twelve people on staff, and we all work in one big room. Our original business plan said nothing about the creative dynamics of large versus small teams, but this is probably the single best result of our model. Granted, the acoustics of our wood-floored, brick-walled loft space stink because I’m too cheap to buy rugs, but we have a comfortable, casual, light, and quick workflow that allows anyone to blurt out ideas and have them propped or chopped on the spot. A small team doesn’t need a lot of hierarchy, management, team meetings, strike teams, and a lot of organizational overhead, so we can focus our energies on being creative. It’s hard to believe we didn’t consciously plan this, but our emergent culture turned out to be a great side effect of our model.
For example, substantive, creative conversations often began when someone cracked a joke and the rest of us riffed on it. Unlike at a big company, where authority is always out of earshot, at Wideload we put those gems straight into the game! The dance battle in Stubbs emerged this way.
Click on the link below to read more about how Seropian and Wideload breathed life into Stubbs.For example, substantive, creative conversations often began when someone cracked a joke and the rest of us riffed on it. Unlike at a big company, where authority is always out of earshot, at Wideload we put those gems straight into the game! The dance battle in Stubbs emerged this way.
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