The best work, Paananen [CEO, Supercell] belives, comes from small teams in which every member is passionate about their contribution. They have full control over their product roadmap; the boss merely asks questions occasionally, without imposing his own ansers as ‘that would destroy the culture’. Transparency matters, too. The entire company is invited to play a new game and give feedback before it’s launched in beta. The game team also tells the wider company its targets for retention, user engagement and monetization; if it doesn’t reach the targets, there’s no room for excuses.
‘Org charts and processes don’t translate into great games.’
‘Non-Bullshit Innovation’ af David Rowan, s. 54
