Q: While in the midst of that reality, how did you work your way through it?
A: I started an independent team that put together a game team, movie team, and a technology team together as one. With that, we joined with former-Final Fantasy Versus XIII’s team, becoming the team that is now known as Business Division 2, that would be in charge of Final Fantasy XV’s production.
Q: From there, you entered production, and was there an established theme on what should be done for Final Fantasy XV?
A: No, there was something that needed to be done before having a solid talk on what to do with Final Fantasy XV. Everyone needed to face the reality that Final Fantasy hasn’t been succeeding, and they needed to be prepared to overcome this. One thing we all agreed on was: instead of following everything the way we’ve been doing up until now because “Final Fantasy hasn’t been able to succeed in HD,” we’ll do everything that must be done in order to succeed in the era of HD. It started with creating one team, with everyone having the mindset of a challenger as we went into production.
Q: And from there?
A: We reset the hierarchy of the organization, because the person that serves as the section leader would be in the same position for decades, at times. When that happens, it’s a given that the power relations between staff will always be decided, you’ll have imitation of originals, and instead of having winning conditions as a team everyone ends up working to follow the personal standards of subjectivity and feelings of this said person. By resetting such unnecessary relations, we had a talk about “from here on, there is no top or bottom in this land of Shura!”
Q: So it was basically made into a merit system.
A: Yes. I interviewed everyone at first and told them “if you want to stay or leave, it’s up to you to decide,” “if you do stay, then I’ll have you follow my reform,” and “no making excuses about this is how it was done before.” From there, we had talks on “show me what you can bring to the table,” and we made it clear what each team was capable of doing. On top of that, we had rearrangements going on—for example, “you have a good sense of balance so you’re the Preproduction Phase leader, okay?” and “you’ve been a leader up until now, and even though you can make things of high quality, you aren’t the best at negotiating and coordinating with other sections, so you’ll be the subordinate of this phase, okay?” There were so many disputes!
Q: I could see that happening. [laughs]
A: However, there were many that were positive about the change, and a lot of people were able to get the sense that they were growing from it, so the atmosphere was great. With a balance of power that can’t be seen, an organization where dynamics other than an instruction system doesn’t work,everyone was able to pull out of the best of their performance. The number of people that can step forward into domains that couldn’t be challenged before has increased, and it reflects in this title.
http://www.siliconera.com/2016/03/3...-hd-era-final-fantasy-xv/#rRxR10KHdtKduVRb.99
Naja wenn man alle Felder ausnutzt geht es. Werde aber das langsame System bevorzugen.
und sowas hätte ich mir sehr gut als prolog vorstellen können am anfang des spiels, nun leider ist es eher eine tech demo oder so.