I just got done reading Opening The Xbox. I found it to be a very readable book, with a very comfortable writing style. The descriptions of the what the project team went through, however, seemed very reminiscent of many other professional projects I have been involved with in my career, and not necessarily unique to Microsoft or the tech. industry. What was enjoyable and enlightening, however, was the detail which Mr. Takahashi provided. Liberally spiced with information that was outside of the inner mechanics at Microsoft (like the challenges with Nvidia, Flextronics' manufacturing capacity, the marketing and sales performance of competing platforms, etc.), provided the perfect backdrop to the whole story.
In the end, I found it to be an easy and enjoyable read. It provides great insight into Microsoft's launch of the Xbox, and an interesting perspective on the video games industry as a whole. I also appreciated the “personal face” Mr. Takhashi gave the story by providing interesting tidbits of the personalities and their lives, throughout the story. That technique not only made it very readable, but it also helped me relate to the story in a much more fulfilling way.
However, it's this blog's opening paragraph (which I quoted from the end of the book) that I think is really at the heart of the issue I think the video game industry faces, and this book didn't really address:
self-confidence - quit believing and acting like you have to get “people” to take you “seriously”. Screw 'em! You're already a multi-billion dollar industry, so who really cares?
The Big Set-up - the notion of “the killer game” is a set-up for failure, and “it” being “right around the corner” is even worse! You need to have people really get off on the “technology”, and others who are as passionate about the “business”, and have them work together. The video games themselves (whether it's a console or a piece of technology or some game art or whatever) is the real common ground to unite the project. Entertainment, art, interactivity, immersion – how this is defined is changing, and will continue to change over time.
Take me for example. I don't consider myself a “true gamer” necessarily, because I don't spend more than 20 hours a week playing video games, like some people I know; it's more like 10 – 15 hours per week (but who's really counting? :) ).
But do you know what I would spend 20 or more hours a week on? Creating new business ideas! I LOVE IT! I absolutely LOVE THAT! I love being able to take different ideas and putting them together in new ways. The by-product of that is interesting, and I and others have benefited in a number of different ways – non-profits I work with, to my current employer, and (I'm sure) to employers and customers whom I have yet to meet. So, while guys like Jonathan “Seamus” Blackley and Kevin Bachus got the lions share of the spotlight in the book (and rightly so), I related more to guys like Ted Hase, Rick Thompson, Ed Fries and Robbie Bach (the “business” / management folks). That is just fun for me!
Even at Sun Microsystems (where I've worked for a LONG time – it'll be 7 years this December...wow, that really IS a long time...), the things that have always drawn my interest and sparked my creativity the most have been new businesses and new business models, like our foray into Utility Computing and Managed Services. Project Darkstar is my latest muse (here is the “historic mugshot” that I found on my camera, from a few months ago; okay, shameless plug time – check out more details on this ground-breaking technology here and here).
The difference, though, between what I read in this book and what I see at companies like Sun and others, can be tied to two things:
money – Microsoft had plenty and was willing to commit significant amounts of capital for long periods of time – not because they wanted to build a video game console, but rather because it was an integral part of a larger strategy. Microsoft wants to be the gateway to home mechanics (entertainment, finances, etc.), and they see the Xbox as a great way to enter and begin building on that vision
strategic commitment – building on the above bullet, while near-term unit sales of consoles and titles are important, it's not the only thing. Sony, for example, has a potentially much broader and more strategic reach with it's movie and music entertainment business lines, which seem to continue throwing off cash regardless of poor economic conditions in any single market or geography it finds itself in.
If you want to move mountains and change the landscape, you can do it a spoonful at a time (which takes a while by yourself, but you gain speed the more people who pickup spoons) or with explosives (which is the equivalent to what Microsoft did). The latter is quicker, but it will still take a lot of time for people to join together in that new landscape and figure out what to do with it.
At E3 this year, I was over-whelmed by the presentation and volume of titles, and under-whelmed by the dearth of unique content. For the most part, it's all the same. In the four years since this book was published, not much has changed to hit that grand vision of new cultural icons and “games as art”. I don't see “Destroy All Humans” being reviewed by the New York Times' art critics. This is even a year in which we are seeing new console releases by Sony and Nintendo (although Sony just announced that they will again delay their launch – as seems to be typical with console launch announcements), but where are the new Space Invaders and Tetris (which were hits on multiple platforms)?
Still waiting for Aunt Bea's Quilting Smackdown! That would be a great one to see – have The Rock and Aunt Bea duking it out! Maybe someday...in the meantime, we'll just have to make do with more of the same.
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