Zitat des Tages von Bobby Kotick:
I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.
Being able to evolve great franchises over time is the foundation of world-class entertainment companies.
No matter where people stand on the policies that led to the conflicts, Americans recognize the depth of sacrifice and patriotism of our men and women in uniform. Everyone agrees these heroes deserve every advantage we can give them.
The most important thing we do to encourage innovation is give people the freedom to fail. And I think you can articulate that and establish that as a value in a lot of different ways. I don't want to say celebrate the failures, but in a lot of respects, it's sort of that.
The engineering, analytics, design, testing, and delivery behind our products offer some of the hardest engineering and business challenges in the world. As we've brought our franchises into eSports and moved to digital delivery, it's become even more complex and exciting - which, in turn, has allowed us attract even more top talent.
In our early days, being recognized on any list of great companies was hard to imagine. There were times when we sold the office furniture to make payroll.
Whether they're paying for it or not is not really relevant. They're investing a significant amount of time in our content. At some point, commercial opportunities will materialise for greater percentages of that audience.
You find out two executives are planning to break their contracts, keep the money you gave them, and steal 40 employees. What do you do? You fire them.
If you look at the history of our company, we don't do a lot of acquisition. The reason is, we need to see that people are culturally and philosophically aligned with the way that we approach the business.
One thing that probably is unique at Activision is that we really spend a lot of time up front with our audiences, and in big quantities and with a very thoughtful process, to really try and draw out from them what it is that they would like to play. So we have a pretty good sense going in what the expectation of the audience is.
Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.
When we created Overwatch at Blizzard, it was always with the expectation that we would be able to celebrate and recognize our players in a way that would be consistent with traditional sports.
When you dig down and look at the people who are vocal in their criticism of me, it's a small number.
