Over the years, our traditional hierarchical organizational structure meant that the board made most of the decisions with no input from the specialists in the departments themselves. The small management board became a bottleneck and our specialists were getting frustrated.
The result was that the departments were increasingly adopting a silo mentality: instead of direct cooperation between specialists in different departments, work had to go up the hierarchical ladder to the heads of department before going back down to the specialists. This meant that interdisciplinary roles such as product managers found it difficult to achieve their goals, since they had to go through virtually the entire company to get there.
Markus and Daniel Freitag – the founders and owners of our company – were never keen on traditional management roles. As trained set and graphic designers, their passion always lay in the creative side of things. As time went by, it became a challenge for them to find their own place in the company they had founded. Over the years, we gradually realized that if we wanted to enjoy our work and be successful economically, we needed to turn our organization on its head.