Brian Maihack’s Post

BREAKING NEWS: Microsoft Breaks Barriers on its $75 Billion Acquisition Journey! Microsoft has just surged past a major regional regulatory roadblock in its relentless pursuit of a jaw-dropping $75 billion acquisition – none other than the gaming giant, Activision Blizzard! The Fortune 500 American video game titan that holds the keys to Candy Crush, Call of Duty, and World of Warcraft, among other digital treasures, is on the brink of becoming a part of Microsoft's empire. But here's the plot twist that will leave you on the edge of your screens. The U.K. Competition and Markets Authority (CMA) initially slammed the brakes on Microsoft's ambitions. For over a year and a half, the tech behemoth has been locked in fierce negotiations with competition authorities worldwide. In this awe-inspiring showdown of corporate strategy, Microsoft and Activision's leadership teams have not only defied odds but have set an incredible example. They've laid bare the invaluable lessons and skills that today's leaders must wield to conquer markets and soar to the pinnacle of success. Join me on this exhilarating journey through the world of high-stakes business as we unravel the secrets to leadership excellence! Dive into my latest Forbes article and discover how Microsoft's game-changing move holds the keys to leadership mastery.

FROM FARMVILLE FRENZY TO MOBILE GAMING MASTERY : THE ZYNGA STORY. Chapter 5: Leadership Changes. Amidst the challenges Zynga faced after its IPO, there were significant leadership changes. In 2013, Mark Pincus stepped down as CEO, signaling a shift in the company's direction. Don Mattrick, a former executive at Microsoft, assumed the role of CEO. The leadership change aimed to bring fresh perspectives and strategies to address Zynga's issues, particularly the need for renewed growth and innovation. Mattrick's tenure focused on diversifying Zynga's game portfolio and adapting to the changing dynamics of the gaming industry. Despite these efforts, the company continued to face challenges, and Mattrick's leadership was relatively short-lived. In 2015, Mark Pincus returned as CEO, bringing Zynga full circle. Pincus aimed to lead a restructuring effort, emphasizing a return to the company's roots in social gaming and a renewed focus on mobile platforms. This chapter reflects Zynga's attempt to navigate a tumultuous period by exploring new leadership approaches. The leadership changes highlighted the company's recognition of the need for adaptation and a response to the evolving demands of the gaming market. As Zynga sought to redefine its strategies, the focus on leadership transitions underscored the importance of dynamic leadership in the ever-changing tech industry. #startup #strategy #gaming

Great interview article for people who are interested in Scopely's acquisition story!

I am a huge fan of Mr. Bob Iger – the current CEO of The Walt Disney Company. If you are into the art and science of business strategy and leadership, you might want to check out Bob's Masterclass (https://lnkd.in/gS3EmVzH). You rarely get to listen to a leader playing at the game's highest level and experience their thinking. There is so much in his Masterclass that it would take years to unpack, and I keep going back to watch it, learning something new all the time. Anyway, I digress. Epic Games is Disney's latest investment, and it's a doozy. If I'm not mistaken, the current series THE MANDALORIAN (on Disney Streaming and possibly some other shows) uses Epic Games' Unreal Engine in its production. So, this $150 billion investment makes total sense. IMHO. Anyway, you can read for yourself (see below). I do admire the American way of doing things, the take-no-prisoners mentality, and the go-big-or-go-home attitude. It's what makes business so exciting. What do you think? Should we, as Singaporeans, adopt that kind of thinking? Maybe just a little bit? Will it behoove us to risk more? Can it work when our domestic market is so tiny compared to China or America? I know The Chinese have learned it so well that they've quickly surpassed the folks they learned from. But that's a story for another post.

"Six of the Best" - No. 4 (The next in a short series of six personal reflections over the last year running Player One Consulting...) **The games industry is currently facing a leadership challenge, and this offers a real opportunity to drive change** Its an unpopular message for many but I've felt for a while now that the business leadership across the games industry isn't quite where it needs to be. It was firstly seeing it from the perspective of having worked cross-industry for years, and then making the comparison with the games world - not always flattering on a strategic, operational or financial basis. Then it was underlined by being at Xbox where although we were the "games people" there (and all the fun that entailed!) we were a still just small part of a massive enterprise focused corporation that demanded commercial focus & rigour...and there was no special dispensation given to miss our numbers "because games". Somehow we found it was possible to be true to the games, the devs, the fans....and yet still run things in a commercially smart way.  By comparison, a lot of the people that floated into Xbox from the rest of the games industry at the time really seemed to lack that cutting edge, and they were often out again within months. Yes, games is a creative business, but that doesn't mean that the management should be sub-standard. The frequent "flakiness" on the management side of the industry (as I saw it) was what prompted me to start Player One Consulting, to initiate a change in culture and raise the standard of professionalism. It was tricky to get traction though, especially at the AAA level. So many businesses I spoke to seemed oblivious to the issues besetting their companies. "Everything is fine, its all under control" was a common retort, even from companies whose share price was in the toilet, who were shedding staff and who hadn't seen a major hit in years. The level of complacency across the industry was actually pretty shocking. Well, in the last year I think that we are at last starting to see the flaws in that approach. The industry is beset by challenges, there continue to be massive layoffs every week and (based on my recent conversations) investors are becoming increasing unhappy with some of the decision making by leadership teams at studios & publishers. I do believe however that with the right external guidance (as provided by Player One Consulting) there is a way out for many currently challenged games companies. The next year is going to be extremely interesting.

Stumbled upon this relic today: a Blockbuster storefront. 📼 A stark reminder of what happens when we resist change instead of embracing it. Blockbuster was once the titan of movie rentals, a household name synonymous with weekend plans. Yet they became a cautionary story of failure to adapt to the shifting sands of technology and consumer behavior. This image isn't just nostalgia; it's a lesson in business evolution. It prompts us to ask ourselves: Are we paying attention to the changing currents in our industries? Are we innovating and adapting, or are we complacently walking the path to obsolescence? The truth is, success in business isn't just about the blockbuster idea you start with; it's about how you pivot, evolve, and remain relevant in an ever-changing landscape. Let's not be the next Blockbuster. Instead, let's be the pioneers of adaptation and growth, always ready to evolve and embrace the new, even when it means letting go of what we once thought was our blockbuster hit. What's your strategy for staying relevant in this fast-paced world?

In the heart of adversity, where the cold winds of corporate decisions blow fiercely, Rod Fergusson stands as a beacon of hope and resilience. Amid the shadows of layoffs that have darkened the halls of Blizzard Entertainment, his voice rises, a clarion call for empathy and understanding in an industry often criticized for its cutthroat tendencies. His journey with Diablo IV, from steering a troubled ship to a safe harbor to facing the storm of industry layoffs, underscores a powerful message: humanity should never be forgotten in the realm of pixels and profit margins. As the digital dawn breaks over the gaming industry, marked by rapid technological advancements and shifting consumer landscapes, the narrative of Diablo IV's development under Rod Fergusson's stewardship emerges as a testament to the power of empathetic leadership. This tale is about salvaging a project from the depths of despair and rekindling the spirit of innovation and camaraderie among those who craft worlds out of code. Fergusson's insights, born from the crucible of crisis, offer a guiding light for an industry at a crossroads, challenging its leaders to lead with vision and heart. In these pages, we explore the essence of Fergusson's message to his peers—a call to recognize the humanity behind the hardware and the dreams within the data. 🛠️ - Rescuing Diablo IV from development despair, embodying the essence of determination and leadership. 💔 - Navigating the pain of massive layoffs, a reminder of the personal costs hidden behind corporate decisions. 🗣️ - Advocating for empathy in leadership, a rare stance in the face of industry norms. 🏆 - Celebrating success amidst adversity, highlighting the bittersweet nature of achievement. 🔍 - Focusing on the future with clarity and purpose, guiding those left adrift towards a new dawn. #RodFergusson #DiabloIV #EmpathyInGaming #Leadership #BlizzardEntertainment #GamingIndustry #GameDevelopment #CorporateEmpathy #Innovation #Teamwork

Name the 3 things that will help gaming move past this impasse. Go. Enough of the poor treatment of the people who make this market thrive. There is too much innovation coming down the pike to not have experienced and dedicated teams learning and experimenting in situ. But I think we're going to see the creation of so many new studios and companies come out of all this, and many of these companies that did mass layoffs will simply go on a buying spree to scoop up startups and teams that out-innovated them out of necessity. https://lnkd.in/gUXGNnJ3

FROM FARMVILLE FRENZY TO MOBILE GAMING MASTERY : THE ZYNGA STORY. Chapter 10: Acquisition and Future Prospects. On January 10 , 2022, Take-Two Interactive announced its intention to acquire the company in a cash-and-stock deal with a value of $12.7 billion, with Take-Two acquiring all outstanding shares of Zynga at $9.86 apiece . Both shareholders of the companies approved the merger on May 19, 2022, and the closing of the transaction took effect on May 23, 2022. The Zynga's future prospects hinged on its ability to adapt to evolving trends, capitalize on successful titles, and maintain a strong presence in the competitive mobile gaming landscape. Zynga continued to explore new avenues for growth, potentially through additional acquisitions, partnerships, or the development of innovative game concepts. The success of ongoing and future initiatives would determine Zynga's trajectory in the coming years. The gaming industry itself was in a state of constant evolution, with emerging technologies, changing player preferences, and global market dynamics shaping its course. For Zynga, staying at the forefront of these developments would be crucial for sustaining success. #startup #strategy #gaming