Extremely hierarchical. Decisions are made in Japan and NOA employees are expected to execute. Initiative is not encouraged.And another one from January 20, 2011:
Cons – Parent headquarters micro-manages most marketing tactics. Spend most of your time explaining and justifying actions, instead of being innovative and agressive [sic] in the competitive video game industry. No work/life balance. Headquarters want to be cooperative but has difficulty trusting and allowing US subsidiary to be proactive.So should we start blaming Nintendo of Japan for the long wait for Xenoblade’s localization? Or were these comments just made by disgruntled employees? In the end, we probably won’t know for sure.
Advice to Senior Management – Let the US subsidiary do their work and market in the style appropriate to our consumers. Move beyond finger pointing and finding scapegoats to making the best video games possible.
原帖由 md2 于 2012-9-7 00:31 发表
老冰不是说了么
日本人花了50年也没有解决海外公司本土化的问题
其实日本人潜意识认为自己永远正确,才不要本土化
我觉得老任比较接近苹果,全球统一指挥比较好,各行其是没优势的
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