> And yearly studio performance bonuses this year will only be the contractually obligated 80% minimum, after being above 100% for good performance several prev

> And yearly studio performance bonuses this year will only be the contractually obligated 80% minimum, after being above 100% for good performance several previous years running. ‘Underperforming’ rewarded differently than ‘performing’ shocks under-performers. > leaders had reiterated, across multiple meetings, that they couldn’t guarantee there wouldn’t be more layoffs Breath of fresh air, since most leadership just lies "that's the last cut forever" then lay off more people next quarter. I once quit a board when it decided to claim the first round was the last while planning 3 more rounds. It does sound awful, being told this particular truth. But being told the truth, being treated like adults with self-agency, should maintain morale more than being fed lies. Meanwhile, compare: > mood within the studio has been “soul-crushing” ... reducing numerous morale events such as cooking and knitting classes from monthly to quarterly ... versus ... > with Destiny 2 expansion The Final Shape delayed into the next fiscal year and Bungie still investing heavily on Marathon, many employees understand that Bungie is struggling to meet the necessary targets This sounds like a disconnect between where payroll comes from and the production of value for game players. If a company isn't keeping something worth paying for in the hands of players, there's no margin to keep the company in knitting classes. The bottom line is a hard one, and in a large company, the message doesn't feel particularly "inclusive", but from childhood we learn it: "shape up, or ship out". When ability to deliver gets underwater relative to pay, something has to give -- something has to increase ratio of delivery to expense. All that said ... While most attention tends to go on how to cut the expense number, it tends to pay off better to figure out how to increase the delivery number (always remembering that's valued delivery, valued by the customer with money). "Management" can cut expenses, but teams have to raise delivery value-per-time which might need to include getting management (overhead) out of the way. If teams can see and explain how this could work and deliver on it, let your "inside" board members know. . . . PS. This comment is incoherent, but presumably someone is unpacking it: > "I’m angry. I’m upset. This isn’t what I came here to do,” one person said. “It feels like many higher ups aren’t listening to the data and are like, ‘We just need to win our fans back, they still like us.’ No. They don’t...We got rid of some of our most knowledgeable beloved folks who have been here for 20+ years. Everyday I walk in afraid that I or my friends are next. No one is safe." The phrases "We just need to win our fans back, they still like us" and "higher ups aren't listening to the data" sound (if taken charitably) like the same goal. Given enough fans with wallets, "What do fans want? Let's deliver that!" should be the best morale booster, with margin -- and bonuses -- to follow.