For Sara Williams, a recent project sums up what she values most about Camelot – the encouragement to try and do things no one’s done before
My job is to look at how the structure of Camelot can support long-term growth, from new games ideas to proposition development – and the best way to run those projects. Often it means creating what we call 'sprint teams' that bring together different experts from across the business to solve a specific problem.
A good example is a new mobile game that we’re looking to create for millennials. I put together a team internally made up of colleagues from different functions and then brought in an external agency to work with us.
Everyone blocked out their diaries for a week and we went to work: we took a high-level game idea and turned it into a fully-formed consumer proposition including user journey, financial evaluation, a minimum viable product, and focus-group testing.
It’s characteristic of the increasingly agile way we’re working at Camelot
This was one of the most intense and satisfying projects I’ve worked on. It enabled us to make great progress in a very short period of time – it’s characteristic of the increasingly agile way we’re working at Camelot.
As a company, I would say we’re absolutely open to seeing how we can make decisions faster on whether an idea will succeed or fail. I really value that appetite for innovation and the encouragement to try and do things no one’s done before.
Personal development is mega rewarding
Thanks to Mega Friday Chris Saunders lends his professional expertise to an MS charity for one day every month…Read