I think a lot of the time we end up taking people who - and this is sort of a big cultural advantage at Activision - we find people who are, have a graduate degree of some kind - mainly it's in the sciences - and they are in jobs that would never suggest that they were working for anything game related but that they're passionate gamers.
We like people with the potential to be leaders of leaders, not managers of managers.
People have been playing versions of 'World of Warcraft' since 1994, and it's still the world's leading subscription-based MMO.
When you dig down and look at the people who are vocal in their criticism of me, it's a small number.
You find out two executives are planning to break their contracts, keep the money you gave them, and steal 40 employees. What do you do? You fire them.
'Guitar Hero' was much more about us not innovating in a way that was appealing to audiences. It's not about oversaturating the market.
I like what I'm doing. If I didn't like what I was doing, I'd be doing something else.
If you look at the history of our company, we don't do a lot of acquisition. The reason is, we need to see that people are culturally and philosophically aligned with the way that we approach the business.
Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.
Whether they're paying for it or not is not really relevant. They're investing a significant amount of time in our content. At some point, commercial opportunities will materialise for greater percentages of that audience.
When we created Overwatch at Blizzard, it was always with the expectation that we would be able to celebrate and recognize our players in a way that would be consistent with traditional sports.
It's private enterprise that can create jobs and fill them. It's business that can train people and make them productive tax-payers. And it's America Inc. that has the most to gain from tapping this extraordinary human resource.
No matter where people stand on the policies that led to the conflicts, Americans recognize the depth of sacrifice and patriotism of our men and women in uniform. Everyone agrees these heroes deserve every advantage we can give them.
Veterans have the skills employers want - discipline, motivation, leadership, and the ability to work on a team. They have made the U.S. military the most effective and respected in the world.
Mobile gaming is the largest and fastest-growing opportunity for interactive entertainment, and we will have one of the world's most successful mobile game companies and its talented teams providing great content to new customers, in new geographies, throughout the world.
All my life, I've been the rebel in the X-wing fighter, and then one morning, I woke up, and I was on board the Death Star.
If you want to retain your identity and culture, we're a really great mothership. If you want to sell out... there are definitely other companies to talk to.
The most important thing we do to encourage innovation is give people the freedom to fail. And I think you can articulate that and establish that as a value in a lot of different ways. I don't want to say celebrate the failures, but in a lot of respects, it's sort of that.
If it's compelling and engaging enough, customers will consider paying for it. If we don't deliver something that has value, we won't expect value in return.
We want to give our audiences flexibility in the way they're commercially engaged in the content.
