Sledgehammer Founder on EA, Activision Changes: “Bittersweet”
▼ Summary
– Glen Schofield, a former executive at EA and Activision, describes the sale of EA as a “bittersweet moment,” similar to Activision’s sale to Microsoft.
– He reflects that EA was a disciplined, structured environment that rigorously challenged developers to deeply know their games.
– In contrast, he recalls Activision as a passionate, chaotic, and intense workplace where lengthy meetings focused on improving games.
– Schofield acknowledges that while these companies are stepping back, their legacy includes training generations of developers and setting a high industry bar.
– He expresses hope that new industry leaders will emerge to mentor and invest in talent as EA and Activision did, while also thanking both companies for his career.
The video game industry is witnessing a significant shift as two of its most influential publishers, Electronic Arts and Activision, undergo transformative changes. For veteran developer Glen Schofield, founder of Sledgehammer Games and former head of Striking Distance Studios, observing these transitions evokes a complex mix of nostalgia and hope. Having spent formative years at both companies during their peak eras, Schofield describes the feeling as profoundly “bittersweet.” He reflects on the unique corporate cultures that defined these giants and the invaluable professional crucibles they provided for an entire generation of game makers.
Schofield recalls his tenure at EA as a period of intense, structured discipline. The environment was “buttoned-up” and demanded absolute mastery of one’s project. Franchise review meetings were rigorous affairs where every detail was scrutinized; there was no room for guesswork or shortcuts. He credits this pressure with forcing developers to rise to the occasion, leaving each session with crystal-clear understanding of their standing and objectives. His early days there felt like joining a “creative all-star lineup,” surrounded by industry legends that inspired excellence.
In stark contrast, his experience at Activision was characterized by vibrant, chaotic energy. He describes it as “a storm of A-type personalities, but in the best possible way.” Meetings were loud, passionate, and often extended far beyond their scheduled time, with team members passionately debating and questioning each other to refine the game. Despite the apparent disorder, the focus remained sharply on improvement, making the extra hours feel productive and worthwhile.
For Schofield, watching these institutions “fade from their roles as dominant publishers and powerhouse training grounds” is a poignant moment. He emphasizes that they were more than just workplaces; they were incredible environments for growth, learning, and honing one’s craft. These companies trained generations of talent, built countless careers, and set a high bar for quality and professionalism that pushed the entire industry forward.
Yet, within this nostalgia lies a clear-eyed optimism for the future. Schofield points out the “bright side” of such industry consolidation and change: it creates space for new leadership. He expresses confidence that fresh studios and publishers will inevitably rise to take the mantle, continuing the cycle of innovation and mentorship. His hope is that these new leaders will invest in talent and uphold the standards of excellence that EA and Activision championed during their heyday.
Schofield’s personal journey underscores the volatility of the creative industries. After the commercial disappointment of The Callisto Protocol at Striking Distance, he has faced challenges securing funding for new projects, leading him to muse that he may have directed his last game. His heartfelt thanks to his former employers stand as a tribute to their enduring impact, even as the landscape they once dominated continues to evolve in new and unpredictable directions.
(Source: EuroGamer)
