Mission: Our mission is simple: We are here to create games for as many people as possible that are played for years and remembered forever.
Come get stuff done!
Small, independent teams are at the core of Supercell. We believe the biggest impact is created when these teams are empowered to pursue our mission: create games that as many people as possible play for years, and that are remembered forever. The teams have to freedom to work and manage themselves as the see fit. We trust our teams and individuals to do what is best for Supercell. This doesn’t mean we wouldn’t disagree, but we always choose to trust oneather.
You to decide what is most important and impactful to work on. And then you just do it.
Own your project, collaborate and share. See an issue? Speak up. We’re all in this together.
We do few things, but do them extremely well. There is no quality bar, there is only better.
To achieve quality we experiment and learn from failure. The faster you fail, the faster you learn.
In the summer of 2010, Supercell was born. Back then, the founders had no idea what the company would become. They just knew they wanted to make great games that people would play for years. To do so, they would create a new kind of gaming company.
The Best Teams Make The Best Games. We used this simple sentence to describe our idea of a new kind of games company that would put people front and center. We thought to ourselves: “What if you put together a games company the way you’d put together a professional sports team?” In that type of model, the sole mission of the founders and management would be to acquire the best talent for every single position, create the best possible environment for them, and then get out of the way. It would be an environment with zero bureaucracy. A place where the best people could make the biggest possible impact and nothing would stand in their way. Everything else, including financial goals, would be secondary.
We’ve found that the best quality work comes from small teams in which every single member is passionate about what they do. Often times when teams become bigger, processes, bureaucracy and even politics emerge, and the work just isn’t fun anymore. That’s why we wanted to create an organizational model made up of very small teams, or “cells” as we call them. Supercell is a collection of these cells. Each game comes from a cell, and they all operate extremely independently and have complete control over their own roadmap. Our organizational model is optimized for speed and passion, not for control.
Many of us had been big fans of games like World of Warcraft, which most people play for years, not just weeks or months. Our dream was to create game services with longevity like that. And we wanted to create them for the widest group of people possible. They would be games that almost everyone could get into. The two core pillars around which we wanted to build this longevity would be game play and social. We believed in the power of simple, fun game play. Many of us even longed for the golden days of PC gaming when games were all about great game play. And when it comes to social, we just thought games would be more fun when played with friends and other people.
An important part of our original product vision was also the idea of building cross platform gaming services – games that you could log into and play from any device. But later on, our thinking on this changed completely. If you continue reading, you’ll see why. In short, today we believe that the best quality can only be achieved by focusing on one platform at a time.
That’s what we were thinking when we got started back in May 2010. Our initial funding came from the founders investing their savings into the company. On top of that, we borrowed as much money as we could from Tekes, the Finnish government’s technology funding arm.
Our first office was in Niittykumpu in Espoo, Finland. It was pretty far from Silicon Valley, but we had everything we needed: one 30-square-meter room, six desks we got from a recycling center, and of course a coffee maker. A bit later on, when we started to hire more people, we managed to fit 15 people to that little room. At some point there was no room for our CEO Ilkka anymore, so he had to move out.
I have been working at Supercell full-time
+ the hiring bar is high and the people who work here are insanely skilled and good at what they do. I constantly learn from the people around me
+ I am given a lot of responsibility and that in itself makes me want to be better every day and deliver on my work
+ I am changing the world when it comes to mobile games. That is a rare and unbelievable opportunity, and f'ing cool!
- sometime it's hard balancing with staying small and nimble, and still keeping on doing impactful things. I wouldn't change it though - it's a small price to pay
- communication gets harder with more and more teams. with great independence comes great responsibility. It's definitely not bad, but communication is always something you can get better at.
Advice to Management
You are doing a great job. Thanks for staying true to what you believed in when you started.
Initial communications were over email then a call was arranged with their recruitment team, once that had happened a phone interview with one of the developers was arranged. During the whole process all communications were very fast and efficient.
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