spotify

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Nov 24, 2024

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Running Head: PROJECT 1 Culture and Structure of Organization Name Class Subject Date

PROJECT 2 Culture and Structure of Organization Introduction Since its founding in October 2008, the Swedish firm known as Spotify has been offering streaming services for online music and podcasts. The platform is owned by Spotify AB, which since 2018 has been trading on the New York Stock Exchange. Spotify Technology S.A., which is the holding company for Spotify, is the platform's parent business. You'll find the international headquarters of Spotify in Stockholm, which is located in Sweden. 2008 was the beginning of Spotify, and just two years ago the company went public ( Mankins & Garton, 2017 ). There will be one million talented artists who will be able to eke out a livelihood from their work, and there will be billions of followers who will be able to appreciate and take inspiration from that work. This is what the company has stated its goal to be. It is estimated that Spotify has around 300 million users, 138 million of which are paying clients, and is available in 92 different countries, making it the most popular audio streaming subscription service in the world. According to this metric, Spotify has accumulated a greater number of paying customers than any other music streaming service. Spotify is a platform that enables users to listen to and watch videos, podcasts, and music from thousands of independent creators located all over the world. The ability to play music, one of the most basic elements, is provided free of charge. Premium customers, on the other hand, have the ability to download music to their devices and listen to it offline, uninterrupted. Spotify may be accessed on a variety of devices, including mobile phones and tablets, personal computers and televisions, and even automobiles ( Mankins & Garton, 2017) . Organization Cultural

PROJECT 3 Spotify's goal is to facilitate an environment in which music creators and fans alike may reap financial rewards from the service. The company was founded on the ideals of innovation, zeal, teamwork, openness, and fairness. When upper management has this same mindset, creative thinking can flourish, resulting to novel approaches and outcomes. The ideal company culture would encourage free expression, individual responsibility, and cooperation among workers. Each of these factors has the potential to raise productivity, and many also have the additional benefit of fostering greater commitment and loyalty among workers. This organisation obviously has a strong and diversified culture. The organisational culture of the corporation may be characterised by diversity, social responsibility, employee- centeredness, trust, respect, and autonomy. All of the above are just a few of the most remarkable instances of organisational culture in the video. For instance, the film makes it quite apparent that the company actively tries to hire people from a variety of backgrounds because of the significance it places on diversity. As an added bonus, Spotify plans to value its employees highly. Staff members are encouraged to maintain a good work-life balance, which is something the company actively encourages. During their breaks, workers in this office tend to a fish tank and shoot some hoops. As the film also demonstrates, Spotify encourages its staff to be good citizens by facilitating their participation in volunteer efforts. As a whole, the company seems to be built on a strong foundation of trust and respect. Employees support and accept one another despite physical and sexual orientation disparities and other forms of diversity in the workplace. Finally, Spotify doesn't put its personnel in stuffy, formal environments since it appreciates their independence and freedom of speech. The employees at Spotify are undoubtedly happy and enthusiastic about their profession,

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PROJECT 4 which drives them to excel. Spotify's present culture may give the company an advantage over the competition because happy, inspired employees are more likely to produce superior results (Kamer, 2019). Competitive Advantage Spotify has a competitive advantage over Beats Music due to the fact that Beats Music's rivals offer free versions of their services that are functionally identical to Beats Music's paid offerings. Organizational structures often take the shape of hierarchies in the majority of the firms that exist today. This demonstrates that there are some people whose roles require them to hold positions of power, and there are other people whose roles require them to be submissive to those in authority. Both types of people fulfil their roles in accordance with the responsibilities outlined in their respective roles. The majority of the benefits that come with having a hierarchical structure can be attributed to the presence of large organisations. On the other hand, there are not a great deal of businesses that utilise this organisational model and achieve accomplishment. The movie offers data that points to Spotify having a management structure that is quite flat and decentralised. That is to imply that there is not a superfluous tier of managers sitting between the top brass and the rest of the staff, as that tier would sit between the top brass and the rest of the staff members if there were such a tier ( Smite, Moe, Levinta & Floryan, 2019 ). This is made clearly clear in the movie by the manner in which the CEO of the company interacts with the staff on a daily basis and encourages them to take an active role in the work that they do. It would appear that communication between Spotify's Chief Executive Officer and the rest of the people at Spotify is not hindered in any way. It seems that the organisation is organised into

PROJECT 5 teams, and that participation in activities involving teams is highly prized. Utilizing this organisational structure can result in a plethora of beneficial outcomes for your business. One of the most alluring parts of working at Spotify is the fact that the company places a high focus on the independence of its staff members. This is one of the most enticing aspects of working at Spotify. This means that workers have greater freedom to get their tasks done without being micromanaged, and that they can choose their own techniques for getting things done. In addition, this indicates that workers have more autonomy. These individuals have more leeway to make judgments and figure out solutions to issues within a decentralised organisation; yet, it is expected of them that they will be held accountable for the outcomes of their efforts. It has been demonstrated that eliminating redundant levels of management has a multiplier effect on productivity, particularly in respect to the spheres of communication and decision-making. Instead of waiting for clearance from individuals in higher ranks, workers have the power to take matters into their own hands and make decisions. Members CEO & Co-Founder, Daniel Ek Daniel had previously been the founder of Advertigo, an online advertising firm that was subsequently acquired by TradeDoubler before he established Spotify in 2006. In the beginning of his career, he worked as an executive for a Nordic auction company and as the Chief Technology Officer for Stardoll, a virtual world for preteens that is centred on fashion and entertainment. He started out his academic career at the Royal Institute of Technology studying engineering, but he eventually switched to studying information technology so that he could pursue a career in that field instead.

PROJECT 6 The co-founder Martin Lorentzon in 1999, he established the internet advertising business known as TradeDoubler, with its headquarters in Stockholm, Sweden. Barry McCarthy, who serves as Spotify's Chief Financial Officer and is also an executive advisor at Technology Crossover Ventures, has been with the company since June 2015. He joined Netflix in 1999 and served as the company's Chief Financial Officer and Principal Accounting Officer until 2010. Before he started working for Netflix, he was a senior executive in a variety of different businesses, including management consulting, investment banking, the film and entertainment industries, and others. His master's degree in business management came from the esteemed Wharton School at the University of Pennsylvania. In the past, he has worked for NBC News as a producer and photographer, as well as for Gap, Inc. as Global Chief Marketing Officer, and for Ogilvy & Mather as Senior Partner. Both Ithaca College and Syracuse University awarded Mr. Farbman degrees in journalism. Conclusion Spotify is facing challenges as a result of the absence of evidence indicating that the company engages in succession planning. Spotify may be able to reduce its spending on new hiring by implementing a succession planning approach. There are multiple viable options, two of which are the implementation of mentorship programmes and the encouragement of current employees to apply for open positions. There is no evidence that Spotify makes use of succession planning; nonetheless, there are a number of potential explanations for this absence on the company's part. One of the reasons is that it assists in identifying critical duties, suitable applicants, and available positions that may need to be filled as soon as possible. Additionally, succession planning lowers the costs associated with recruitment, which means that Spotify would be able to handle

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PROJECT 7 recruitment internally. It fosters healthy rivalry among current employees for open positions, which is beneficial for a number of different reasons. As part of a succession plan, employees who don't have have the required skills can be instructed and guided by more experienced workers even if they don't already have such skills.

PROJECT 8 References Kamer, J. (2019). How to Build Your Own “Spotify Model”. BEST AGILE ARTICLES OF 2018 , 147. Mankins, M., & Garton, E. (2017). How Spotify balances employee autonomy and accountability. Harvard business review , 95 (1). Smite, D., Moe, N. B., Levinta, G., & Floryan, M. (2019). Spotify guilds: how to succeed with knowledge sharing in large-scale agile organizations. Ieee Software , 36 (2), 51-57.

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