Among the planet’s top video game software firms,Valve has also become an iconic example of an organization with practically no hierarchy. A 400-person based organization, Valve's idiosyncratic organizational structure (in case and accompanying employee handbook) comprises of 100% self-allotted time, no managers (no managerial oversight), a structure so easily flowing that all desks have wheels to permit free movement amongst "cabals" (teams) on a recurring basis (which occurs frequently enough that Valve developed a homegrown tracing app to aid peers to search each other), a distinguishinghiring apparatus that supportshiring of T-shaped individuals, and a completely peer-based performance review and pyramid ranking. As customer demand and market forces draw Valve into hardware in 2013, Valve questions whether their organizational model has to change as it expands into hardware from software -and, if so, whether they should prioritize strategy over arrangement or arrangement over strategy.
Opening the Valve From Software to Hardware (A) Case Study Solution
The case, consequently, presents students with a strategic and organizational challenge that tests pupils' understanding, and the resolve of Valve, with respect to the congruence between their organizational model and strategic direction. As market forces and customer demand bring Valve into hardware in 2013, Valve questions whether their organizational model will have to change as it enlarges from software into hardware -and, if so, whether they should prioritize strategy over structure or arrangement over strategy. The case thus presents pupils with an organizational and tactical challenge which tests pupils' understanding, and the resolve of Valve, with respect to the congruence between their organizational model and tactical direction.
PUBLICATION DATE: August 25, 2014 PRODUCT #: 415015-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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