GDC Europe 2015: Saying No to the CEO

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The document discusses granting full autonomy to product teams at a mobile game company. It outlines how teams can work on any product or technology without management interference. The approach aims to foster creativity and commitment by giving ownership to teams. However, it also faces challenges like teams getting stuck repeating ideas or failing to share technologies. Overall, the autonomy culture is meant to help teams adapt quickly and build better games, even if it means occasionally killing off projects.

Engineering

Saying No to the CEO
Adam Telfer
@adamwtelfer
Product Lead, Wooga GmbH
www.mobilefreetoplay.com

all@yourcompany.com
Dear Everyone,
Effective Immediately:
No matter what,
Teams can work on whatever they want.
Any Product they want.
Using any technology they want.
Management cannot stop you.

Independent Teams
build better People
build better Products
build better Businesses

Teams make their own decisions.
On what to start
On how to execute it
On if/when to stop it
Teams have full autonomy

Enter me, 2012
I can do whatever I want?

2nd Review
Not good
enough...
YOU CAN’T
STOP ME!!!

I asked:
“Why didn’t you tell me to stop it in the
beginning?
We could have saved 3 months of effort!”

Great Games are built around
Small, Creative, Autonomous
teams
Our process was built
with this in mind.

20 Game Teams
300 People
200 Art, Dev, Design

PROJECT 1
PROJECT 2
PROJECT 3
PROJECT 4
PROJECT 5

Where can
I move to?
Where can
I move to?
Where can
I move to?
Where can
I move to?

Different Cultures,
Different Genres,
Different Tech

3Challenges
Stuck on Repeat
Hiring
Killing Games

Creative Control
Commitment,
Confidence
Quality

Reinventing
Hiring
Killing
Adapting
Politics
Ownership

Thank You!
Adam Telfer
Wooga GmbH
@adamwtelfer
mobilefreetoplay.com

GDC Europe 2015 Truly independent teams within a game studio are an interesting idea. Wooga, Supercell and others have promoted having this type of structure. Each team having full ownership over decisions in their game. Teams saying no to the rest of the company when they believe in a product. This all sounds great on paper, but what happens in practice? Adam Telfer goes into details of the ups and downs of working in an independent culture. How Wooga has adapted its processes through the years. A culture where you have full control, but also full responsibility.

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GDC Europe 2015: Saying No to the CEO

1. Saying No to the CEO Adam Telfer @adamwtelfer Product Lead, Wooga GmbH www.mobilefreetoplay.com

2. all@yourcompany.com Dear Everyone, Effective Immediately: No matter what, Teams can work on whatever they want. Any Product they want. Using any technology they want. Management cannot stop you.

5. Independent Teams build better People build better Products build better Businesses

8. 1 How & Why 2 Challenges 3 Benefits

9. 1 How & Why 2 Challenges 3 Benefits

10.

11.

12.

13.

14.

15.

16. I’ll fix everything!

17. BIG FEATURES!!!

18. Woops...

19. You take care of this...

20.

21. Teams make their own decisions. On what to start On how to execute it On if/when to stop it Teams have full autonomy

22. Enter me, 2012 I can do whatever I want?

23.

24. Monthly Reviews

25. 1st Review It’s okay... Huzzah!

26. 2nd Review Not good enough... YOU CAN’T STOP ME!!!

27. 3rd Review!

28. I made the call to stop.

29. I asked: “Why didn’t you tell me to stop it in the beginning? We could have saved 3 months of effort!”

30. Autonomy Culture > Cost of 3 Months

31. Why?

32. Hit Driven Business

33. How are Mobile Hits Made?

34. Unpredictable Unpredictable

35. Small Teams

36. 66 10

37. Great Games are built around Small, Creative, Autonomous teams Our process was built with this in mind.

38. 1 How & Why 2 Challenges 3 Benefits

39. 3Challenges

40. #1Stuck on Repeat

41. No Shared Tech

42. Repeated Mistakes

43. Agility & Ownership Saved Time >

44. No Shared Tech?

45. (Optional)

46. #2 Hiring

47. 20 Game Teams 300 People 200 Art, Dev, Design

48. PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 PROJECT 5

49.

50. +People! +People!

51.

52. Where can I move to? Where can I move to? Where can I move to? Where can I move to?

53. MORE PEOPLE!!

54. Resource Waves

55. Where can I move to?

56. Different Cultures, Different Genres, Different Tech

57. Generalists vs Specialists

58. Lab Time

59. Lab Time (but not for too long)

60. Resource Managers

61. #3Killing Games

62. Killing your own idea

63. Can you be Objective?

64.

65.

66.

67. Us Against Them

68. Failure is Acceptable

69. 3Challenges Stuck on Repeat Hiring Killing Games

70. 1 How & Why 2 Challenges 3 Benefits

71. 3Benefits

72. #1Adapting

73. Adapting to Technology

74.

75.

76. Adapting to New Genres

77.

78. 12 Teams 8 Teams

79. Less Politics #2

80. Meetings aren’t for Selling

81. Executives Influence, Not Command

82.

83. #3Ownership

84. Creative Control Commitment, Confidence Quality

85.

86.

87.

88. 3Challenges 3Benefits

89. Reinventing Hiring Killing Adapting Politics Ownership

90. all@yourcompany.com Dear Everyone, Effective Immediately: No matter what, Teams can work on whatever they want. Any Product they want. Using any technology they want. Management cannot stop you.

91. It’s time to hit send.

92. Thank You! Adam Telfer Wooga GmbH @adamwtelfer mobilefreetoplay.com

GDC Europe 2015: Saying No to the CEO

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