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“Today, the defining skills of the previous era—the “left brain”
capabilities that powered the Information Age—are necessary but no
longer sufficient. And the capabilities we once disdained or thought
frivolous—the “right-brain” qualities of inventiveness,
empathy, joyfulness, and meaning—increasingly will
determine who flourishes and who flounders.”
― Daniel H. Pink, A Whole New Mind: Why Right-Brainers Will Rule the Future
“People get confused; companies get confused. When they start getting bigger, they want to replicate their
initial success. And a lot of them think, ‘Well, somehow, there’s some magic in the process of how that
success was created.’ So they start to institutionalize process across the company. And before very long,
people start to get confused that the process is the content. And that’s ultimately the downfall of IBM. IBM
has the best process people in the world. They just forgot about the content. And that happened a little bit
at Apple, too. We had a lot of people who were great at management process. They just didn’t have a clue
about the content. In my career, I found that the best people are the ones that really understand the
content. And they’re a pain in the butt to manage! But you put up with it because
they’re so great at the content. And that’s what makes great products. It’s not process, it’s content.”
Steve Jobs, 1996
We just look for a developer who's trying something a little different.
Something that's a cool idea that we want to bring to a bigger audience. It's as
simple as that.
"It doesn't mean anything other than that the game has a very 'art-forward'
design to it, as in games as an artform. It's not a general market everyone
will love. Not everyone's going to love Minit, not everyone's going to love Gris.
But we think they bring something important and interesting to games, and
we can help bring them to the audience out there that will appreciate them."
We're not saying no to games because we don't think they can sell 500,000
copies. That's a stupid way of looking at it.
Pushing the medium forward is something Devolver wants to do, even if the
games doing that work don't always sell as well as others.
“It’s so important to us to be in control, and not get big,” he says. “Because
with the bigness comes all the weird pressures that have nothing to do
with games. People ask us, ‘What’s your exit strategy?’ We don’t have an exit
strategy. We love what we’re doing. We had a guy from Time ask us the other
day, ‘Where do you go from here? What’s the big plan?’”
Wilson looks around and waves a hand at the parking lot, continuing softly,
“We would like to continue doing this. We think this is fun. We’re not getting
rich off this, but we’re making a comfortable living.
“This is by far the most fun we’ve ever had in the industry.”
Creativity: Flow and the Psychology of Discovery and Invention
Artful Making: What Managers Need to Know About How Artists Work
The 5 Levels of Leadership
Project Aristotle By Google
Games People Play, Eric Berne
Drive: The Surprising Truth About What Motivates Us, Daniel Pink
A Whole New Mind: Why Right-Brainers Will Rule the Future
The Birth of Tragedy
Zen Mind, Beginner’s Mind: Informal Talks on Zen Meditation and Practice
The Lean Startup
Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel
Why Greatness Cannot Be Planned: The Myth of the Objective
Tribal Leadership, Dave Logan
Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True
Inspiration, Ed Catmull
The Five Dysfunctions of a Team: A Leadership Fable
Zen in the Art of Archery