游戏开发现代化：工作室如何实现可扩展性、敏捷性和增长

Contents Summary2A creative industry at an inflection point2Industry growth and operational pressure points3Scalability and growth constraints5Agility in the face of volatility7The role of data in strategic planning8Aligning creative and business goals11Investing in people and culture12Leveraging AI for operational and talent management14Conclusion: Delivering scalability, agility, and growth16Appendix18 Summary The global video games industry isentering a period of transition. Once defined by explosive growth,the market is now facing a period of much more limited expansion and increasing scrutiny overoperations and efficiency. Studios and publishers must deliver high-quality content while managing In collaboration with Omdia, Workday surveyed 155 senior decision-makers across the video gamesindustry in early 2025. The findings underscore a widespread need for operational modernization.Many companies are attempting to grow while relying on outdatedsystems and fragmented This white paper provides a comprehensive look at the structural pressures and operationalroadblocks affecting the industry. Drawing on the survey data, it explores where studios areencountering cost inefficiencies, barriers to scalability, and talent management gaps. It also outlines A creative industry at an inflection point The video games industry has grown into one of the most influential and lucrative segments of theglobal media and entertainment market. With revenue exceeding $200bn annually, what began as aniche form of entertainment has evolved into a dominant, multidimensional industry encompassing However, with this growth has come new challenges. Studios that rapidly scaled during the lastdecade—especially during the pandemic—are now finding that legacy systems, siloed workflows,and underdeveloped business functions are limiting their ability torespond to market changes. The Workday and Omdia surveyed 155 senior decision-makers from leading studios, publishers, andplatforms across the US, UK, Germany, France, and the Nordics. Their responses reflect bothoptimism and concern. While most believe in the long-term potential of the industry, manyacknowledge that internal operations have not kept pace with creative ambition. As games becomemore complex, player expectations increase, and monetization models shift, studios must be able to Industrygrowth andoperationalpressurepoints The games industry saw a surge in growth between 2010 and 2020. Rapid adoption of smartphones,high-speed internet, and digital storefronts created a fertile environment for new titles, studios, andmonetization models. The COVID-19 pandemic temporarily accelerated this trajectory further, withrecord engagement across all platforms.However,this period of rapid growth masked operationalinefficiencies. Many studios expanded without fully building out back-office functions. Now, as the Only 19% of companies have experienced high growth in the As development costs have increased, growth rateshave not necessarily followed. Our survey foundthat just 19% of companies have experienced high growth rates in the last five years, and 13% haveseen no or negative growth(see Figure 2). These issues are exacerbated by the increasingcomplexity of modern game production. AAA titles now take years to develop, involve hundreds ofcontributors, and must be continuously updated post-launch. Studios are managing global teams, Many studios are shifting toward live service games, which predominantly generate revenue throughongoing monetization streams such as in-game purchases, battle passes, subscriptions, and in-gameadvertising. While these models have the potential to be highly profitable, they also introduce new teams need real-time data to adjust gameplay and balance. Marketing and support functions mustcollaborate closely with development to ensureacoordinated rollout of new content and features.Without integrated systems, this coordination becomes difficult. Studios that lack visibility across The survey findings suggest that business operations—finance, planning, and HR—have received lessinvestment than creative and technical functions. Many respondents describe their internal tools asoutdated or fragmented. Studios often rely on spreadsheetsfor planning and budgeting. Integrationbetween HR, finance, and development tools is frequently missing, resulting in manual datareconciliation across departments. These issues hinder strategic decisions, which are often made Scalability and growth constraints A third ofsurvey respondents say their organizations struggle to scale due to technology limitations.This is particularly evident among mid-sized studios that have outgrown their initial tools but haveyet to fully invest in enterprise platforms. These scalabilitychallenges manifest in several ways.Studios report difficulties supporting multi-studio collaboration and managing global headcount andpayroll. They also cite a lack of standardization across projects and teams