Amazon Lumberyard

Så kom Amazon’s 3D-spil engine, Lumberyard. Jeg ville ønske jeg havde tid til at lege med den men sådan er det ikke. Til gengæld vil jeg foreslå enhver der tænker på forretningsstrategi at læse Simon Wardley’s “What to do about Amazon and Gaming“:

But if you’re a gaming company CEO which depends upon on or sells a differentiated game engine or gaming middleware or any of those others who’ve relied on barriers to competition then it means your company is toast. This doesn’t mean you can’t make money but you’ve lost this game already and you need to adapt to either designing games on AWS or finding another route. However, what’s most likely going to happen is that you’re going to first dismiss this move by Amazon and for the next 10 years you’re going to be convinced that you were right as Amazon grows to about 3-5% of the gaming market. You’re going to see new practices emerge in gaming (co-evolution of practice) but you’re going to keep on telling yourself how your gaming engine / middleware / whatever is better. In the following five years everything is going to go to hell in a hand-basket. There is almost nothing you can do, your company will have huge amounts of inertia to the change, your execs will be convinced of their rightness and you are going to lose. Of course, if you plan to retire before that point – well fair game. Your shareholders lose and that’s their lookout.
— Simon Wardley, “What to do about Amazon and Gaming

Hvis man i stedet ikke gider den slags, så kan man i stedet altid kaste sig over Amazon’s licensbetingelser (som man jo gør). Når man så når ned til pkt. 57.10 ved man at der har været et par nørder med humoristisk sans inde over formuleringerne.

Dette indlæg blev udgivet i Ledelse, Udvikling og tagget , . Bogmærk permalinket.

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