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In an interview with the Washington Post,Valve's managing director Gabe Newell answered several questions on Valve's famous flat management style and how it works for the company. Much of this we've heard before but it still makes for a very interesting read. He also mentions the recent incident over the Diretide Halloween event in Dota 2.
Here's a few highlights from the interview:
On specialisation:
On retaining employees:
On scaling Valve's structure as the company grows:
And on the disadvantages:
If you're interested in Valve on a business level as well as a game production level it's worth reading the whole thing over at the Washington Post.
Here's a few highlights from the interview:
On specialisation:
You need people who are adaptable because the thing that makes you the best in the world in one generation of games is going to be totally useless in the next. So specialization in gaming is sort of the enemy of the future. We had to think about if we’re going to be in a business that’s changing that quickly, how do we avoid institutionalizing one set of production methods in such a way that we can’t adapt to what’s going to be coming next.
On retaining employees:
A lot of times also we just ask people. We say "we want you to be here ten years from now, so what do we need to do for it to make sense for you to be here?" A lot of times those answers are idiosyncratic. Right now, the answer is surprisingly often, "I have an ailing family and I need to go away for a while and be with that person." And they'd assume that that means that they have to quit in order to do that -- we just say, "No, everybody is going to have that problem at some point. Let's figure out a way that you can do that."
On scaling Valve's structure as the company grows:
One of the nice things about having pretty distributed decision-making in the company is that it tends to scale really well. You can trust that lots of good decisions are being made all the time. That's one of the things that we try to explain when we're bring somebody in -- you guys know there are no monthly reports here? There's no "all of the information has to flow to Gabe." It's like, if I need to know something I'll figure out who is involved with it and find it because I'm just like somebody else. Nobody's going to put together a report for me so I can have a giant file of reports laying around that I never get around to reading.
And on the disadvantages:
Where that bites you is if somebody makes a bad decision, like Diretide. I found out that we were doing something stupid when one of our customers mailed me and said "you're doing something stupid." I was like "really?" And I go and find out that yes, in fact, we're doing something stupid. That isn't a fault, it's just one of those trade offs.
If you're interested in Valve on a business level as well as a game production level it's worth reading the whole thing over at the Washington Post.