Inside the Minds of Enterprise Gaming Board Members

• •engendering entrepreneurship and creativity across the organization
• •learning from unintended consequences and market feedback
• •portfolio investment and multiple company partnerships
• •preserving core game mechanics (harvesting, trading, building) while expanding expression
• •building and nurturing community around brands and content

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• •without constraints, creative process becomes unfocused and wasteful
• •professor wouldn't let him pursue the idea as senior capstone project
• •existing gaming community's anger about changes
• •unprepared conversations where rep is figuring out strategy during the callNew
• •managing avalanche of data from hundreds of daily idea tests

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• •learning from failures (90% failure rate is okay)
• •click-level tracking and analysis - understanding exactly what players do and want
• •bill gates publicly playing new energies (external validation and cultural reach)
• •market presence (from college events to mainstream retail)New
• •average age is what like 36,000 gamers

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• •market signal observation - amazon rating anomaly prompted investigation into root causes and revealed piracy patternNew
• •opportunistic acquisition: identify undervalued assets with potential (e.g., activision, vivendi games)
• •direct customer communication - email every customer and ask how they found you to identify themes
• •backwards planning from outcome - define big desired outcome, break to quarterly/weekly/daily actions neededNew
• •community-based validation - if people are playing it in communities, that signals viabilityNew

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• •lack of research on prospect's business, initiatives, and industry contextNew
• •pitching head-to-head competition with large tech companies - mathematically impossible given compute disparity
• •sameness and lack of risk in productions
• •partners ignoring brand guidelines or naming conventions signal loss of controlNew
• •unvalidated random selection at scale creating social friction

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