Layoffs are horrible; I went through a painful one at LucasArts in 2004 as we were finishing Republic Commando. I’ve been lucky, in an industry that is full of them and with a career of more than 20 years now, that I’ve only experienced one — and that I got to finish that game and see it on the shelf to boot¹. It was all pretty terrible and is easily the most traumatic thing that has happened in my professional life. I’ve been pretty lucky in that regard.
Usually this sort of thing happens for business reasons — “we didn’t hit our sales targets,” or “we didn’t get the contract we needed to survive,” or what-have-you. The company can’t continue as it once did. Even then, it’s a failure of management. Management didn’t anticipate the problem, wasn’t prepared for the business environment, or failed some other way.
Which makes this Activision Blizzard announcement from yesterday particularly galling. After a record year with $2.4 billion in revenue, they felt the need to excise 8% of their workforce. This is a failure of conscience. It is a failure of fairness. It’s a failure of morals. It’s also a failure of both leadership and creativity.
You see, I’ve also worked with a company that had a title come out and take longer to reach profitability than had been hoped — that was a company that might have felt the need under those circumstances to cut back. It had no other titles in development, it was carrying several developers who didn’t have a lot to do. That company found temporary contract work for several of its developers, so that the financial burden of those salaries could be partly borne by others. This gave breathing room to pursue other revenue sources and look for that next contract that would keep everyone together. It was a creative solution to a common problem.
And that’s why I call this failure by Activision Blizzard a failure of leadership and creativity. I can understand that, after a breakup with Bungie, they may not need all the production services people that they have, going forward. I understand that. But you’ve invested in these people and they’ve invested their trust and faith in you, as well. With the amount of revenue from last year, and the investment that those people represent to your company, why not spin off a production services division as an independent entity that continues to serve Activision Blizzard’s needs in the near future and go out and drum up additional business? There aren’t tons of companies like that for games and there’s every chance there’s work out there for them, and potentially other work, too, in other entertainment industries. They had an opportunity to create something new.
Patrick ends his essay by pointing out a bump in Activision Blizzard stock following the announcement. The financial sector loves its cost-cutting, it just loves that, and as I had a guest say on our podcast this past year, “nobody ever got fired for saying no.”² Financial markets don’t care about the human cost. Apparently they don’t care very much about the lost investment in these people, either, money the company spent to make these people good at their jobs; hopefully other companies will benefit from that investment going forward.
Even better than cutting, though, is creating something new. Every single company that gets traded in the financial markets today was a new company once, founded to compete in a niche often — but even better to create a new one it could own.
With the amount of money Activision Blizzard brings in, they could have helped a new services company along as it slowly cut the cord, on a reasonable schedule. They could have created something, perhaps even a new niche. Given it time to sink or swim. Put the jobs of these people into their own hands. If it had made it out of the cradle, they might even have been able to sell it for a tidy profit down the line. Who knows?
But no, instead it’s clear that the “C” in Activision Blizzard’s “C-suite” stands neither for chief, nor for creativity, nor for courage. That “C” stands for cowardice. That “C” stands for cravenness. Fuck Coward-in-Chief Bobby Kotick and his whole suite of cowards.
Game workers, unite.
¹In that case, the studio contracted and then spent the next couple of years trying to expand again enough to support even one AAA-scale project on the XBOX 360 / PS2 level of hardware. The company’s reputation was tarnished, and it really never fully recovered that before it shut down permanently after the Disney acquisition. (back)