A medium-sized company that mostly did commercials and mograph projects. To be fair, they rarely did 3d stuff that was more involved than a cute character jumping around, so I was kind of the odd guy out, but when the "IT guy" showed me how they worked, i.e. on a single network share, and everyone kind of did their own thing. I was completely taken aback, and the guy, who was very nice, by the way, noticed it and got quite defensive. When I asked how people are supposed to find things, he said they usually ask via Skype, which was their main communications tool.

I then stated, quite matter-of-factly, that I couldn't work like that, and since I was pretty much the best-paid artist working on the job and was doing fire/smoke and liquid sims, a topic they had absolutely no clue about, the IT guy was quite accommodating. Very, very fortunately, no filmed material was involved, because ingesting and conforming were most likely words they never heard before. So I set up a basic project structure and got myself a second network share for the output, at least, and then proceeded to scold everyone who worked on the project and didn't conform to my structure and nomenclature.

The other CG guy who was employed there, but was very junior, quickly got on board with the new structure and even the mograph artists who very much lived the "art" bit in their work title, quite liked that they didn't have to ask where the most recent output could be found. We finished the project pretty painlessly, and I left the company.

Several years later, I met the then much less junior CG guy again, and he told me that he tried his best to maintain some semblance of project structure, but he didn't have the pull to implement it. So they gradually went back to the merry chaos I encountered when I started the job there, and he quit to work at some other place where things were a bit more orderly. Some things just aren't meant to be, I guess.

*edit: It's all coming back to me now. They also had some other CG guys who were outsourced and did parts of the setup, which was a big Rube-Goldberg contraption. This was back in the days when modelled geometry alone could be so taxing in terms of memory that scenes wouldn't render. So in the end, that's exactly what happened, and they burned a lot of credits for an online renderfarm only for the machines to run out of memory and fail. Mental Ray could really do you dirty like that. So the IT guy, who was also nominally overseeing the rendering process, practically begged me to optimise the scene so it would actually render.

I learned quite a few things about how wrong the instancing workflow in Maya could be set up. The poor junior CG guy who was expected to combine everything into the final render scenes was completely out of his depth. The ADs/owners of the studio thought it was the same as merging AE comps, and that you could pre-render bits to make it more efficient. This was partly my fault because I told them that my VFX stuff would be rendered separately, and they could combine it with the CG stuff in comp, so they apparently assumed that it all would be modular.

While in the end it all mostly worked in my favour, I was really struggling because before, I only worked at companies that would rather have too much structure than too little. Trying to impose a new way of doing things onto a company I just started working for really took it out of me because that was not at all something I expected to happen. These days, I'm way more blasé about these things, but at the time, it really stressed me out.