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30+ days ago

Software Engineer, Game Server

DeNA San Francisco, CA

You can help us evolve our technology stack. We’re actively researching these new directions: • Microservice Architecture • Vagrant, Docker… DeNA

30+ days ago

Product Manager, Games

DeNA San Francisco, CA

• Collaborate with production team to design features for new games • Work within the team to manage the full product/game lifecycle • Design… DeNA

30+ days ago

Software Engineer, Unity Client

DeNA San Francisco, CA

• Collaborate with a talented team of engineers to deliver hit mobile titles to a massive user base • Develop game features in top quality client… DeNA

30+ days ago

Marketing Analytics Associate

DeNA San Francisco, CA

• Work cross-functionally with Game teams and the Marketing group as the go-to expert on User Acquisition • Analyze and optimize the effectiveness… DeNA

DeNA Reviews

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Recommend to a friend
Approve of CEO
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Shintaro Asako
23 Ratings
  • Helpful (3)

    As always, the problems start up at the top

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Anonymous Employee in San Francisco, CA
    Current Employee - Anonymous Employee in San Francisco, CA
    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

    I have been working at DeNA full-time (More than a year)


    - There were some really smart team members that were passionate about their work. - Overall good benefits and office perks. Pretty competitive vs other game companies. - Company was very transparent with sharing all of their game's KPIs at all times. - Regular studio and company meetings to share future plans. - DeNA's values are a good idea on paper, but unfortunately weren't truly exercised by the company. - Got to work on some the very biggest brands & IP in the world.


    - Very poor game results in the West. - Dominant mentality of squeezing players for money while offering little value. - Boring game portfolio consisting of low quality cloned games and poorly executed games. - Cultural clashes in communication, management style and decision making led to high turnover rate. - Cronyism exists at leadership level with "yes-men" getting in and any opposition getting squashed or getting the boot.

    Advice to Management

    Based on DeNA's core values... "Delight" DeNA West never delighted it's player base. The types of games that were made and the horrible monetization schemes that were implemented ended up making gamers world wide HATE the DeNA/Mobage brand as a money grabbing games company with sub par games. Game quality was never a priority. It was always how fast to produce a game and what kind of systems could be implemented to squeeze money out of players as much as possible. Learn to recognize that happy players spend more and stick around longer instead of focusing on how you can get them to spend as much money as possible in their first week playing. Preying on human psychology for gambling is the opposite of delight. "Be the Best You Can Be" This can only exist if there is a balanced playing field. When team members from head office retain their salary from there in addition to a new salary for working at DeNA West, it creates a horrible atmosphere in the office. It's not fair to expect your local team members to work crazy over time hours like the head office transplants when they're receiving two salaries to justify those hours. In addition to this, local employees never received bonuses (due to poor game performance) and were never given stock options to the parent company. If you want people to be vested and engaged then compensate them the same way that the head office transplants are. "Surface of Sphere" There needs to be accountability for poor product decisions. There seems to be a special shield that gets applied to leadership members from head office that they can't do any wrong. Time and time again these executives made horrible decisions on product even when they were advised against it by front line team members. Ultimately this lead to layoffs and a studio closure, yet the entire leadership team is still intact when they were ultimately responsible for making the call on sub-par products. Recognize that you do not fully understand the North American games market and game design and bring in a leadership team that has the experience and understands the market. The current leadership team has too much arrogance and hubris and know that they are untouchable. "Transparency and Honesty" While the leadership team did do a solid job of sharing financial information and portfolio planning, there remained an impregnable wall when it came to justifying and explaining the reason for bad decisions. Nobody wants to talk about failures, but if we ignore the failures and do not directly address them head on then how can we avoid making the same failures in the future? The leadership team simply did not want to address why a year long plan of quantity over quality failed and why they chose to clone unsuccessful games. It's not fair that these topics are taboo and if they are brought up respectfully by a team member then that team member is viewed as a troublemaker. "Speak Up" Probably the most exercised of DeNA's values on a day-to-day basis, Speak Up sounds great, but if a team member ultimately speaks up and questions the leadership in way that makes them feel awkward then that team member's issue is cast aside, ignored or just straight-up shut down. If you're going to promote an environment where you want team members to speak up with their concerns then you need to listen and fairly respond to tough questions. Just because you don't like the question because it's tough or it makes you look bad doesn't mean you should sweep it under the rug. Ultimately DeNA West will with tpainfully again).

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