John Staats

“These were the horror stories I’d heard from job candidates coming from other companies. I interviewed veterans who’d worked for eight years in top studios and never shipped a game because of cancellations and changes from marketing. Some publishers didn’t allow their developers to play games, even after-hours (this was especially strange to us, since Blizzard encouraged this, stocking its hallway game cabinets with free copies of games for people to check out on a first-come, first-served basis). Yet some studios considered familiarity with other games bad for morale and prevented their employees from hanging posters from other projects or properties (including movies) because they didn’t reinforce “team spirit.” Many studios were highly structured, politically driven machines where argument was frowned upon and decisions were made by a small number of people. But the most common flaw in the industry at the time was its shortsighted nature—treating employees as temporary or easily replaced assets. Dev teams were often rebooted between projects, wiped before they ever established a rhythm or voice of their own. It was no wonder Blizzard retained its employees longer than other companies.”
― John Staats, The World of Warcraft Diary: A Journal of Computer Game Development