Mentioned in this article Teams: Fnatic

Joe Hills is an Associate Director and Sales, Marketing and Esports Lead for AGP, a mid tier executive search firm specialising in “Head of” leaders and senior executives across TMT, Sales and Marketing, HR, Life Sciences, Professional Services and FMCG.

There has been lots of debate surrounding the need for out-of-industry talent to take the business proposition of esports to the next level. Senior executives from mainstream corporates can bring a wealth of gravitas and commercial acumen to any esports company looking to gain recognition or increase market share. They can also bring a dose of well-needed process, methodology, and structure, both internally and externally, to the esports ecosystem. This crucial foundation is often overlooked with a “run before you can walk” approach to establishing business in a rapidly growing and fast-moving industry.

The story is starting to be written for esports. We have taken an outstanding step forward recently in realizing the industry’s potential with the MLG-Activision sale, Turner’s eLeague, ESPN Esports, and L’Equipe 21 Esports broadcasting announcements. Now, delivery on those steps, and giving them stability, is key in ensuring a sustainable future.

—

Esports organizations have organically developed from grassroots, and have big ideas for the future. One example is Fnatic’s recent bid to become the first “lifestyle” brand with the launch of Fnatic Gear. However, external experts would bring strong leadership and experience across all facets of business, from operations, marketing, business development, and IT infrastructure. They would be able to replicate mainstream processes and methodology internally to define a roadmap for success within organizations.

Of course, this insight should not be a carbon copy from the land of big business. The cultural and socio-economic obstacles in front of the esports industry are unique, but not insurmountable. There is a need for player, team and organizational regulation. On top that, a lack of standardized expectations regarding salary and payment for content is still an issue. Finally, we have yet to establish and define emerging organizations.

[perfectpullquote align=”right” cite=”” link=”” color=”” class=”” size=””]Process and structure generally suffer when organizations run before they can walk.[/perfectpullquote]

Process and structure generally suffer when organizations run before they can walk. In esports, this is seen when employees switch constantly between different organizations, in part due to short-term contracts. This results in a lack of experience, particularly toward long-term decision making and critical feedback and analysis.

Additionally, emerging companies are sitting very close to the red line. Therefore, process and operational repeatability become even lesser priorities, and business leaders are having to fulfil a “jack of all trades” role. A cycle of inefficiency can be created by distracting your brand pioneers and leaders from representing and building relationships with broadcasting platforms, key sponsors, and tertiary support organisations. By getting bogged down in the day to day operations of the company, board-level executives are taken away from their outward, external responsibilities. It is a misallocation of resources at its core.

Overall, finding process and structure is just another speed bump and major challenge of the industry as a whole. Day-to-day efficiencies must be assessed by every esports team and organization. These are teething problems of any fast growing industry. And for a sustainable future in the world’s most highly touted sports arena, they must be a priority.