Product details

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Subject category: Entrepreneurship
Published by: Asian Business Case Centre
Originally published in: 2018
Version: 19 February 2018
Length: 14 pages
Data source: Field research

Abstract

Mighty Jaxx was founded in 2012 as a SGD20,000 Singapore start-up. By 2018, the firm worked with global brands, generating annual revenue approaching SGD5 million. However, growing sales volume, the short product cycle for its limited production runs, and the young firm's increasingly global reach had stretched its 20 staff members, organized along a traditional sales, design, production and logistics 'waterfall' model, not only up to but well beyond their limits. As the December 2017 holiday season approached, Mighty Jaxx founder Jackson Aw knew his team would miss several crucial delivery promises. Jackson posted a public apology to collectors of his products, then reorganized his studio along the lines of the popular agile software development model known as 'Scrum.' Three product-oriented 'Sprint Teams,' operating in parallel over a one-month cycle, focused on meeting schedule targets. While Jackson was hopeful this new structure would improve internal and external communications and help Mighty Jaxx achieve both its growth and service quality goals, he sensed growing signs of staff discontent.
Location:
Industry:
Other setting(s):
2012-2018

About

Abstract

Mighty Jaxx was founded in 2012 as a SGD20,000 Singapore start-up. By 2018, the firm worked with global brands, generating annual revenue approaching SGD5 million. However, growing sales volume, the short product cycle for its limited production runs, and the young firm's increasingly global reach had stretched its 20 staff members, organized along a traditional sales, design, production and logistics 'waterfall' model, not only up to but well beyond their limits. As the December 2017 holiday season approached, Mighty Jaxx founder Jackson Aw knew his team would miss several crucial delivery promises. Jackson posted a public apology to collectors of his products, then reorganized his studio along the lines of the popular agile software development model known as 'Scrum.' Three product-oriented 'Sprint Teams,' operating in parallel over a one-month cycle, focused on meeting schedule targets. While Jackson was hopeful this new structure would improve internal and external communications and help Mighty Jaxx achieve both its growth and service quality goals, he sensed growing signs of staff discontent.

Settings

Location:
Industry:
Other setting(s):
2012-2018

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