Mapping and Upgrading Creative Processes for Sustained Innovation: The challenge facing UK Electronic Games Developers

英国电子游戏行业在未来十年将面临重大的技术和商业挑战。这些措施包括协调资源，为下一代游戏机提供更高规格的游戏，以及手机、在线和DVD游戏带来的颠覆性威胁和机会。开发人员需要更好地了解他们需要的管理能力，同时保留支撑成功的关键创造性过程。尽管英国政府和行业报告承认该行业的创造力，但报告显示，该行业缺乏管理纪律和专业精神。这项由布莱顿大学CENTRIM进行的研究将对8家模范公司进行详细的流程绘制；其中4家被公认为英国领先的开发商，其余4家处于开发的早期阶段。该样本是在区域发展局、SEEDA和开发商行业协会TIGA对该行业进行试点工作以及与行业先驱和商界领袖讨论后设计的。该样本的结构包括在该行业部署的五种主要业务模式中运营的开发商。这些是雇佣工作、超级开发人员、原创知识产权开发、专业/利基开发和服务/工具提供商。此外，样本包括项目能力、公司规模和成熟度不同水平的开发人员，还包括市场上各种流派和关键平台的游戏开发人员。通过访谈、过程绘图和观察，研究将分析开发过程，并评估结构和改进的范围。研究小组将为开发人员设计一种原型升级方法，包括一系列工作簿。这些服务的使用将根据运营中的业务模式和为用户公司开发的主要平台进行定制。开发人员将使用这些工作簿来反映和重新设计他们的流程，询问有关外部变化将对哪些方面产生影响的问题，并提出准备方法。原型升级方法产出将通过行业媒体、论坛和展览以及高级管理研究所的各种出版物和活动渠道传播。研究涉及技术与创新管理、创意产业和组织领域。文献提出了三种解释：第一，创造力和管理结构之间的平衡行为或紧张；第二，将某些任务程序化可以释放其他任务的创造力资源的观点；第三，旨在产生创造性结果的例行公事和做法。这项研究将有助于这些关于将结构化管理应用于一个高度创新的行业的性质、有效性和可取性的辩论。

The UK Electronic Games Industry is facing significant technological and business challenges into the next decade. These include the co-ordination of resources to deliver higher specification games for next generation consoles and the disruptive threats and opportunities presented by mobile, online and DVD games. Developers need to understand better the management capabilities that will be required of them, while retaining the vital creative processes that have underpinned success. While recognising the UK industry's creativity, government and industry reports suggest that the sector is lacking in management discipline and professionalism. This research, conducted by CENTRIM at the University of Brighton will undertake detailed process mapping of eight exemplar companies; four are recognised as leading UK developers and the other four are at an earlier stage of development. The sample has been designed following pilot work on the sector for a Regional Development Authority, SEEDA and TIGA, the developers' trade association and discussions with industry pioneers and business leaders. The sample is structured to include developers operating across the five main business models deployed in the sector. These are work-for-hire, super-developers, original intellectual property development, specialist/niche development and service/tools providers. In addition, the sample includes developers at varying levels of project capability, firm size and maturity and also covers developers of games across genres and for the key platforms in the market. Through interviewing, process mapping and observation the research will analyse development processes and assess the scope for structure and improvement. The research team will design a prototype upgrading methodology for developers comprising a series of workbooks. Use of these will be customised according to the business models in operation and primary platforms developed for in the user firm. The workbooks will be used by developers to reflect and redesign their processes, ask questions about where external change will impact and suggest ways to prepare. The prototype upgrading methodology outputs will be disseminated through industry media, fora and exhibitions, as well as the various publications and events channels of the Advanced Institute of Management Research (AIM). The research relates to the technology and innovation management, creative industries and organisation fields. The literature suggests three interpretations: firstly, a balancing act or tension between creativity and management structure; second, a view that routinising certain tasks releases resources for creativity in others; third, routines and practices that are designed to effect creative outcomes. The research will contribute to these debates on the nature, effectiveness and desirability of applying structured management to a highly creative industry.