In 2001, the Japanese digital artist collaborative, teamLab, was founded by Toshiyuki Inoko with an objective to attain a balance between art, science, technology and ingenuity by creating original digital layouts. This includes the use of extremely complex digital media work that might be shown via computers, high definition screens, or projections, determined by the space available for setup.
From a little group of five buddies that set up the business in 2001, teamLab has since grown to over 400 employees working on more than one hundred projects at any given point in time. The business model of teamLab appeared to have successfully harnessed expertise and the creativity of its individuals to supply imaginative and innovative products that were becoming ever more popular in the industry. But how could the firm ensure that it did not permit the excitement and advent of their merchandises wear off, as it was this uniqueness that provided them with a solid competitive advantage? Additionally, with success and increase came a different set of challenges.
The team had grown, which meant that collaboration on the list of team members would need to be handled far more methodically, and processes would need to be executed to handle the growing company efficiently - but this could also possibly hinder an intrinsically disordered creative process.
PUBLICATION DATE: October 10, 2015 PRODUCT #: HK1077-PDF-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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