The people at Rovio had identified a need to adjust various processes and their effectiveness. The game development functions were already in good condition, but the organisation’s rapid growth had not allowed enough time to adapt all the processes to the ways of a big game house. It was felt at Rovio that extra muscle was required for scaling up production. Furthermore, preparations had to be made for future growth spurts.
At the same time, the business side places its own heavy demands: prototypes need to be developed so that game ideas can be tested quickly, and promising games must pass through the pipeline swiftly to numerous different game platforms.