10-08-2022, 01:04 PM
I think the thing that was really most important--and I'm sure that's why D2R Items who is the co-founder of Blizzard and former president of Blizzarddecided to pick me to be the president--was being aware that Blizzard is a development-led organization and that the products and the game-focused focus we have is there across all leadership levels, and is extremely important and very strong.
And so one initial thing that I took on was to make Ray Gresko on as the chief development officer. Then, I add Allen Adham to the executive team, to increase the percentage of staff creating games and who have recently developed games significantly higher. It's about refocusing our fundamentals and a focus on the things that have made Blizzard's games great and unique, and that's our games. That's fundamental, the first step of the work we've tried to accomplish.
Through the course of this year, we've looked at all the different projects we're working on. We've looked into various aspects which we were doing and that we felt like we could do better at. We examined various things that we were doing that we felt like we shouldn't do as much of. Then we've come up with the launch of Diablo Classic, which has been a wonderful experience for us. And we were at the Diablo League's second season as we prepared to move into the end this year's season at BlizzCon. So it's been a pretty pleasant ride here.
If you are someone who doesn't be able to clearly see what Blizzard is trying to accomplish Now, what would consider your thoughts on the recent changes on the executive level as well as layoffs and the nature of the direction that will take into?
I think the important thing that is true, has been true traditionally and will continue to remain true in the future is that we're an values-driven business, and we take a lot of our big strategic decisions based on that.
As a business, you are looking to expand and that means embracing new ideas and exploring new opportunities. How do you manage that versus maintaining what your customers believe your identity is? An excellent model could be Diablo: Immortal. On paper it's a smart strategy for tackling mobile gaming, which is huge in many territories so you can't ignore that [market]. It makes sense to D2R ladder items to become the game to get you into that space] as it's a great fit. However, at the same time it is in conflict with the identity people know Blizzard to carry, and what people love Diablo for, which is evident in the reaction.
And so one initial thing that I took on was to make Ray Gresko on as the chief development officer. Then, I add Allen Adham to the executive team, to increase the percentage of staff creating games and who have recently developed games significantly higher. It's about refocusing our fundamentals and a focus on the things that have made Blizzard's games great and unique, and that's our games. That's fundamental, the first step of the work we've tried to accomplish.
Through the course of this year, we've looked at all the different projects we're working on. We've looked into various aspects which we were doing and that we felt like we could do better at. We examined various things that we were doing that we felt like we shouldn't do as much of. Then we've come up with the launch of Diablo Classic, which has been a wonderful experience for us. And we were at the Diablo League's second season as we prepared to move into the end this year's season at BlizzCon. So it's been a pretty pleasant ride here.
If you are someone who doesn't be able to clearly see what Blizzard is trying to accomplish Now, what would consider your thoughts on the recent changes on the executive level as well as layoffs and the nature of the direction that will take into?
I think the important thing that is true, has been true traditionally and will continue to remain true in the future is that we're an values-driven business, and we take a lot of our big strategic decisions based on that.
As a business, you are looking to expand and that means embracing new ideas and exploring new opportunities. How do you manage that versus maintaining what your customers believe your identity is? An excellent model could be Diablo: Immortal. On paper it's a smart strategy for tackling mobile gaming, which is huge in many territories so you can't ignore that [market]. It makes sense to D2R ladder items to become the game to get you into that space] as it's a great fit. However, at the same time it is in conflict with the identity people know Blizzard to carry, and what people love Diablo for, which is evident in the reaction.
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