AT A CONFERENCE HELD in the spring of 2010, I heard the CEO of a company that produces video games talk about his plans to transform his firm. Some of his proposed actions, including cutting costs and concentrating on the most profitable products, were what I expected. But his most emphatic point was something that I would not have guessed: to improve the quality of his products. The company set a goal of releasing fifteen new games with scores of 80 or better, on a scale from 0 to 100, as rated by a site called Metacritic that aggregates reviews. Further, the company was going to use those ratings of quality as part of the formula to determine how big a bonus its executives would receive.
Making ...
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