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<blockquote data-quote="Alphastream" data-source="post: 7647996" data-attributes="member: 11365"><p>Some people are basically employed to make really bold growth plans. They are also supposed to select plans upon which the company can deliver, and for the plans to be sustainable, but see the financial services industry (amongst so many examples). Almost always there is some element of success (they can say on their resume they grew a company's revenue by 20 million, even if the plan had been 60). </p><p></p><p>Below that level are managers and doers. These people didn't select the plan. They are working passionately to execute the plan, or at least to keep the vision they have alive. I've seen teams work extremely hard for a plan, but recognized that they are also being passionate about a very realistic vision of the company doing well - completely separate of that plan. An employee at an RPG company can be passionate and honorable in their dedication to the product, regardless of an incorrect view at the top. And I'm very glad that's the case, since otherwise nearly every RPG would have been sunk. </p><p></p><p></p><p></p><p>That's true as well, and useful to frame it within the context at the time. Most plans seem really exciting and possible. The people that sell them tend to be very good at selling them. It is very easy for the vast majority of staff in a company to be really excited about a plan until it is 120% revealed to be a failure. A lot of the reality (the 80-100% realization) happens behind closed doors and is what middle management deals with... and they often have a responsibility to keep that confidential (and it is in fact often honorable to work to correct the issues for some time). Heck, as described, it was possible the plan could have worked, or at least worked reasonably well, had a few things played out differently. That's how high risk plans often go. </p><p></p><p>While anyone is entitled to hate a company for any reason, it would be really disingenuous to say Wizards should be hated for what took place. The company continues to operate as a small company of passionate people that love RPGs and want to make RPGs you want to play. Spend any time with Mike Mearls or any of the other guys at D&DXP or Gen Con and it becomes plain as day that they are like anyone working at another RPG. The fallacy of hating Wizards is like any other typecasting or broad hatred: it breaks down at the individual level. Do you hate Chris Sims, who worked for Wizards, was laid off, became a freelancer for Wizards and others, worked on the Paizo Pathfinder intro boxed set, and then recently became full-time for Wizards again? Do you hate SRM but only on the days his Save My Game column was coming out on DDI, and now love him fully because he no longer writes it?</p></blockquote><p></p>
[QUOTE="Alphastream, post: 7647996, member: 11365"] Some people are basically employed to make really bold growth plans. They are also supposed to select plans upon which the company can deliver, and for the plans to be sustainable, but see the financial services industry (amongst so many examples). Almost always there is some element of success (they can say on their resume they grew a company's revenue by 20 million, even if the plan had been 60). Below that level are managers and doers. These people didn't select the plan. They are working passionately to execute the plan, or at least to keep the vision they have alive. I've seen teams work extremely hard for a plan, but recognized that they are also being passionate about a very realistic vision of the company doing well - completely separate of that plan. An employee at an RPG company can be passionate and honorable in their dedication to the product, regardless of an incorrect view at the top. And I'm very glad that's the case, since otherwise nearly every RPG would have been sunk. That's true as well, and useful to frame it within the context at the time. Most plans seem really exciting and possible. The people that sell them tend to be very good at selling them. It is very easy for the vast majority of staff in a company to be really excited about a plan until it is 120% revealed to be a failure. A lot of the reality (the 80-100% realization) happens behind closed doors and is what middle management deals with... and they often have a responsibility to keep that confidential (and it is in fact often honorable to work to correct the issues for some time). Heck, as described, it was possible the plan could have worked, or at least worked reasonably well, had a few things played out differently. That's how high risk plans often go. While anyone is entitled to hate a company for any reason, it would be really disingenuous to say Wizards should be hated for what took place. The company continues to operate as a small company of passionate people that love RPGs and want to make RPGs you want to play. Spend any time with Mike Mearls or any of the other guys at D&DXP or Gen Con and it becomes plain as day that they are like anyone working at another RPG. The fallacy of hating Wizards is like any other typecasting or broad hatred: it breaks down at the individual level. Do you hate Chris Sims, who worked for Wizards, was laid off, became a freelancer for Wizards and others, worked on the Paizo Pathfinder intro boxed set, and then recently became full-time for Wizards again? Do you hate SRM but only on the days his Save My Game column was coming out on DDI, and now love him fully because he no longer writes it? [/QUOTE]
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