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Category: Business

Rock Band vs. Sports Team

There’s a fundamental difference between teams working on new game conceptualization and teams focused on production and updates. The first kind works more like a rock band; the latter, like a sports team.

To conceptualize new games, you need people capable of genuinely wrestling with an idea for a sufficient amount of time. You need people who help each other and cover each other’s limitations. These are people willing to find new formulas and to create art.

Once you have it—once you have the formula—you need the resilience and technique to produce it. This is where you need top talent; you can’t afford to lose time and compromise the whole team.

Both types of talent are hard to find, but selection processes only spot (and often badly) the latter group: the sports team. That’s why people like me, the rockers, are sometimes needed.

Heroes of Gaming

I want to invite you today to reflect on the power of outsourcing. I’ve been thinking about this all week, especially since I’m picking up an old project to work on while I don’t have another gig.

All top games rely on the contribution of outsourcers, yet we don’t celebrate them enough. Maybe I’m saying this because I’m a freelancer and part of the outsourcing world myself. Sorry for this ego moment.

Salvador Dalí once said something along the lines of, “No one will talk well about you, so you have to do it yourself.” I’m not sure I completely agree, but today I feel this urge to celebrate outsourcers.

Without us, there would be no games industry—at least not at this level. You can be more ambitious and go further thanks to outsourcing companies. It is a fundamental and irreplaceable part of the business.

Saudi deal doesn’t add up

I was writing notes for an upcoming podcast on Saudi Arabia’s rumored operation to purchase EA. I’m a little worried, because I believe there are mostly geopolitical reasons behind all of this. The math is crazy, and even with 2,000 layoffs, the move just doesn’t make financial sense.

What’s at stake for me is creative freedom. Too many games from EA contain messages that would be hardly accepted by that regime. They may ignore them, of course, if they adopt a purely practical mentality, but I’m skeptical. I mean, soft power is clearly the goal here.

In my view, EA needs to better focus on sports games, and perhaps a conversion to more scalable business models—like free-to-play—would benefit them. But from a creative perspective, they are in danger.

To land down a vision

More often than not, a game designer’s job is to translate someone else’s vision, be it from a creative director, a product manager, or a client, into a concrete plan.

This means you have to create detailed proposals and present them to the team as if they were your own.

It’s common for a feature that has been proposed, discussed, and approved to be changed by a developer or even your boss just a few weeks later. The original plan is often sacrificed for faster execution.

When this happens, you meet again and discuss what changed, and someone in a senior position makes an executive call. That’s just how it works.

It’s said that Michelangelo used to make fake ‘final touches’ to his works so that his patrons could feel a sense of authorship. I don’t know if the story is true, but it makes perfect sense.

While game design is central to development, it’s an activity that involves the entire team. We, as game designers, are there to facilitate this process. Patience is key.

New Strands

Last week I have started playing Death Stranding (the first chapter, on PS Plus), and yesterday I have also read an interesting interview to the CEO of Supercell on the need for new type of games. I very much agree with that, so I started connecting the dots.

What console and indie games have that mobile still hasn’t get yet is the “useless beauty”. Things that are not designed or implemented for a specific KPI or data goal. Useless beauty is not that useless to me on the long term, also if you cannot see the immediate benefit. It shows our humanity, and prepares the terrain for cultural and trend settings.

Death Stranding is one of the most impactful experiences I am having in the last 10 year, on gaming side. And it contains a lot of things that make me thing “man, that’s weird, why did you put that?”. Actually, one after another. It’s overwhelming, and beautiful, and it doesn’t explain everything.

Also the last experiments from Supercell, which from a numbers perspective still haven’t found the formula, have something like that. They are much less authorial, the result of a team effort, different purpose, but still. I am sure that Kojima too is willing to make something to be remembered forever, but not played maybe. Different goals, but similar philosophies to me.

I don’t know if they will ever manage to create new genres, but to me the road is correct: not everything must have a direct impact on measures, useless beauty is human and players need wonder, not just mechanics.

Another chapter closed today

If you work in games during the next 5 years, you will probably work for or with Chinese companies.

Here in Southern Europe, the story was: China does things quickly and cheaply by copying. Today, in my industry and others, the story has changed. China now does better games. Maybe that story about doing things fast and dirty to arrive at perfection was true, in the end.

I have completed 5 months with Chinese developers and had challenges. I want to share my learning and also learn more from other people in my network and outside.

First of all, I have to say that I was born in Naples, Italy, and live in Barcelona, Spain. I speak 5 languages, and I am genuinely interested in other cultures. But still, I am biased like everyone. My intention is not to be disrespectful. I just want to share my observations through the lens of my context. And I repeat, I am interested in your takes.

Here’s what I have learnt in 5 months of working every day with Chinese colleagues:

1. They work a lot, and not because they are slaves of some system of sorts. They work a lot because they believe in community. Our concept of hard work here in Europe is related to our individual growth and improving shareholders’ value. In their case, it’s different: they work hard because they believe it improves society.

Fun fact: once I said “sorry, I don’t work on weekends”, and then I discovered that my sentence was offensive. Of course, it’s like saying, “Sorry, I don’t want to contribute to society” under their lens.

2. They will not argue nor question anything. A colleague told me that there is a saying in China: “Peace is the most valuable thing”. Here, we are way straighter in saying things, and sometimes we need conflict to progress. There, on the other hand, they are very polite. It was like working in the Italy of the ’50s in some cases.

Fun fact: during a meeting, an artist, red in the face, told to a European colleague, “you say a lot of f* words and it’s funny…”. It was embarrassing for them. Like I said, in the Italy of the ’50s, you didn’t say bad words!

3. They didn’t renounce their myth. In our culture, we passed (to say this very shortly) from myth to philosophy to science. Now, we “believe” in science mostly. For us, the term “myth” is similar somehow to a lie. “This is a myth” is like saying “this is false”. China has integrated the myth with the science, instead. And this reflects on their behavior and culture, a lot.

Fun fact: once I asked them, “why have Chinese games always hypersexualized characters?”. The CTO of the company answered me: “Because to us things like those are not important. These are just games and we want to sell them.”. Important things are others, in a society that didn’t lost the myth.

If you work with or for Chinese developers, please comment your thoughts!

GT7 a live-service game made with passion

I read the latest AMA from one of Polyphony Digital’s employees about Granturismo 7.

GT7 is my favorite live-service game. It relaxes me and it’s a title I’ve always followed, since the first Playstation. In the AMA I discovered that it’s a passion project of the creative director. It reminded me that message from the CEO of Larian Studios at The Game Awards about the importance of working on something you really believe should be out there. Certain things touch the hearts of players even if they can’t be measured.

Another interesting note is that to create a track it takes between 20 and 30 people and a year of work. About 40,000 man-hours. It surprised me a bit, because I’ve never worked on a similar title. But it says a lot about the claims I read about the productivity boost that certain technologies will offer in the future.

Making games requires a lot of work and that’s it. If one day a technology arrives that can reduce times, rest assured that it will do so without warning. Be careful what you believe without seeing, there is always an agenda behind it.

My take on Supercell’s CEO last post

Last week I read interesting thoughts about the latest message released by Supercell CEO Ilkka Paananen. This is an annual event that always attracts a lot of attention. It is interesting to watch how the experts’ thinking and the media attention evolve.

Supercell proves to be a company that is as ethical as Nintendo and others. They are the good people in our industry and they should always be respected for this reason alone. I have never worked with them, so I don’t know how they work internally. But the fact that they promote certain values ​​and ways of communicating is enough for me to keep them in my heart.

Every expert has denounced the lack of information this time, and this year I also felt a great lack. The challenges described are due to the fact that the power has shifted from publishers to platforms. Everything else for me is a consequence of this. Especially in the case of companies like Supercell that do their job well.

What I don’t understand is why in 2025 I still can’t play Brawl Stars on my PS5 and my home PC. Why can’t I download it from Steam and the Microsoft Store?

Supercell is leaving money on the table in this sense.

On setting the right expectations

Yesterday I was arguing with a LinkedIn influencer about the expectations that EA had on Dragon Age: The Veilguard. His point was that the game had 1.5M players instead than 3M expected by EA. So the game was lacking appeal for the players.

My point, instead, was that a game that reaches that impressive number (in only 2 months) is definitely an appealing game. Then the game can be good or bad. But for sure it has appeal. The expectations set up by EA execs, instead, were out of reality. The error was theirs, not developers mistake.

He told me that the budget invested in marketing was enormous (no data added) so that the game should have had more players. Plus, the fact of having players doesn’t mean that every player bought the game. That is true, but today if someone decides to invest part of their free time in your game is a miracle. Today we have lots of distractions, it’s hard to reach Elden Ring’s numbers, just to make an example.

The problem is that today we are still setting expectations too high in a landscape with serious distribution and attention challenges. I haven’t played Dragon Age. The Veilguard (I have no time), and I read many different opinions on it. The game is a good game, and it’s appealing. But it was a deception for EA, because of their expectations on it. Those are hard times for forecasters.

Grow your hirings

Every project has a level of learning and skill building for a game designer. It’s very important for a team to be able to guarantee a space for your members to learn. It’s way more optimal to grow your designer than to hire someone already expert, to me.

I say this because the history of games backes my theory. The strongest IPs in the world have been built by people who became experts while they were building.

Many veterans ex-Riot, ex-Blizzard, founded their own independent studios got funded, but they are not delivering too much. Being an expert in something specific brings lots of bias on the table too.

It’s cheaper and safer to grow your people.