people at key Eidos studios like Crystal Dynamics and IO Interactive, there was a lot that could be done. But there were myriad issues along the way, including being late to the PS3/Xbox console transition and relatively little potential growth for FIFA Coins talented individuals within the organization.Clearly, the Eidos Montreal studio was a success, having now delivered Deus Ex: Human Revolution as a high-quality hit title, and Merceron explained how "technology is an enabler
For him, it's studios and studio culture that really make your company great.Getting your technology pipelines straight is vital, and the CTO explained this was even more true in adapting when Square Enix bought Eidos in early 2009. Merceron noted that when he started visiting Tokyo, before becoming global CTO at Square Enix, he was surprised by the cheap trove flux negative feelings within Japan about where their game biz was going.Even in public, a lot of Japanese creators were saying,
Merceron put it: "We've lost it - we don't know how to make games any more." He explained that key creators "were complaining that their teams were too big and it was taking 5 to 6 years to make a game."But, as the CTO put it: "If you have all these problems and you are already profitable, then it is greatÂ… wow, we're going to have even more profit when we're done." Yet later he began to understand that the developers "couldn't see the light at the end of the tunnel" sometimes
and "have a hard time changing process".The challenges ended up being significant. For starters, making a game is "not that sexy" for programmers in Japan, and mmogo existing game middleware tools in the country tended to be somewhat outdated. And with over 2,000 developers in Square Enix's Tokyo offices alone, compared to less than 1,000 across multiple studios for Eidos, Merceron looked across the possibilities and felt than the two companies really were complementary. So what
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