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@vectorpoem i am very much about the difficult intersection between game mechanics and business model (having spent the majority of my career in places where that relationship had to be actively explored rather than taken as read).Permalink Look on archive.org
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@vectorpoem so: you can reconcile those two things, it's just difficult work to do so, and not a natural and obvious fit (this is not very surprising, given how often this is the case in videogame)Permalink Look on archive.org
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@vectorpoem but thinking of this tweet: @vectorpoem/1477299086164303874?s=20 it's ultimately instructive to look at the incentive structures for a CEO. from startup perspective, it's easy to mock "investor storytime" and rail against it when it means bullshit is prioritised higher than a good game, but..Permalink Look on archive.org
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@vectorpoem ..also a startup typically runs along burning investor cash, maybe not getting to the place where players are having fun. so it's no surprise, it's perfectly rational, to prioritise investor storytime featuresPermalink Look on archive.org
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@vectorpoem Squeenix isn't a startup, and has a bit more of a reason to prioritise actually making stuff people want to pay for - but the dynamic is still in place.Look on archive.org