Quote:
Originally Posted by BagginsKQ
It was the hullabaloo from 1996 to mid 1997 with Davidson though that really set things back, and probably lead to all the later new deadline issues. It was the Davidsons that essentially destroyed the version of the game you saw in the early 1996 video. The one you have said you preferred the look of in the past. His additions to the team pretty much wanted to rewrite the story, and remove all references to spiritualism and religious themes. Which as we know was the whole point to Roberta's overall story.
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The Davidsons were only involved with Sierra from mid September 1996 to late January 1997. Davidson & Associates, Inc. were acquired on the same day as Sierra by CUC on July 24th 1996, and then in September, CUC Software was created to manage CUC's new software business. Bob Davidson was chosen to lead CUC Software, which thus put Ken Williams under him in the power structure and Sierra under him. Ken had tried to get around this when negotiating the CUC deal. To negate this, he sold Sierra only under the following conditions:
1) That a software board was to be created, which would consist of himself, Michael Brochu (COO and President of Sierra), Davidson, the head of Blizzard, and some CUC execs. This board would act as a board of directors and would decide on "big" decisions, like acquiring other software companies and jettisoning current product lines. CUC agreed with this idea during the negotiations for Sierra's sale, but the group ended up never meeting.
2) Ken was to be made a Vice Chairman of CUC overall. In theory, this would put him above Davidson in the overall company structure, and thus ensure Davidson wouldn't unduly influence Sierra. He was officially made a Vice Chairman of CUC in September 1996 (same time as CUC Software was put into being), but soon realized his office had little actual power.
3) Sierra would retain it's own sales force.
4) Ken would remain responsible for Sierra's R&D
Sierra's sales division was combined with Davidson's and this led to problems. In Ken's words: "Sierra's sales force was consolidated with Davidsons, and there were problems with the Davidson sales force selling Sierra products. They had been selling educational software which had a very different sales profile than computer games. There were also issues with a cultural difference between selling preschool software and Leisure-Suit Larry. Some of our biggest hits were offensive to some people at Davidson. It was an issue no one had expected."
Ken has said that he and Davidson had many "territorial" battles, which exhausted him, and since he had no real power over Davidson, he began to focus less on Sierra and more on CUC's "NetMarket" project, because he couldn't bear to helplessly watch his company be ripped apart.
Then, suddenly and unexpectedly, Davidson and his wife left CUC in January 1997, and Davidson & Associates was slowly phased out and absorbed into Blizzard (it's former subsidiary) and Knowledge Adventure (another educational software company owned by CUC). Instead of making Ken the new CEO of CUC Software, they brought in a guy named Chris McLeod, who had no previous software industry experience, to lead the company.
At this point, Ken focused more on CUC's NetMarket product and his duties as Vice Chairman and Michael Brochu became Sierra's day to day leader. Brochu was in some ways Ken's chosen successor and he had been leading Sierra day to day since being appointed President and COO in 1995. Ken had appointed him to this position so Brochu could deal with all the "paperwork"--all the day to day issues of running a public company, while Ken could focus more on the creative end.
Brochu ran Sierra as Ken's vision intended, but he suddenly resigned from Sierra in October 1997. In response to this, Chris McLeod broke Sierra into three business units:
Three former vice presidents of Sierra - Bill Moore, Scott Lynch, and Randy Dersham - were given the title senior vice president and put in charge of the new units.
Moore would be responsible for Sierra's Home Production line, Berkeley Systems line, and all on-line gaming products;
Lynch would look after Sierra Northwest (Bellevue), Sierra Oakhurst, and Impressions Software; Dursham was put in charge of all sports-related projects including Papyrus and Front Page Sports products.
Scott Lynch is sarcastically "thanked" in the KQ8 booklet as being one of the reasons KQ8 wasn't out sooner.
At the same time this happened, Ken left CUC Inc. totally in November 1997, saying: "
Sierra is being run now by three different people; Scott Lynch, Randy Dersham and Bill Moore. Each of these guys has a third of the company....I am not running Sierra today and haven't been since the sale of the company over a year ago. CUC is a big shopping company, and I was working with them to create their Internet shipping site--www.netmarket.com. I miss running Sierra, but Scott, Randy and Bill are good people and will build solid product. I'm still involved with Sierra, but more as an advisor at product strategy meetings. I do love Sierra and creating games, but after 18 years I'm ready for a new challenge, and Sierra is in good hands."
From October '97 to June '98, Sierra was without any CEO. Thus you had a company with over 1,500 employees without any clear leader, but instead three guys leading separate parts of it, all reporting to a guy who was a clear "suit" who had no experience in the software industry, who had no idea what Sierra was all about. I imagine the ripple effects of this effected KQ8's development--and God knows how those guys and McLeod acted toward Roberta or toward KQ8. I am quite certain that a lot of trouble happened in this period...
In December '97, CUC merged with HFS (a huge owner of numerous hotel chains) to become Cendant, a massive conglomerate with over 50,000 employees. Sierra became part of Cendant Software.
Then in January 1998, Sierra was reorganized AGAIN, into:
Sierra Attractions (For lifestyle related products)
Sierra Home (For home products)
Sierra Sports (For sports products)
Sierra Studios (Bellevue, Impressions Software, Pyrotechnix, run by Scott Lynch)
Yosemite Entertainment (Oakhurst)
This reorganization and CUC's merger with HFS led to yet another shuffling around of employees and executives and more layers of bureaucracy. I imagine some of these bureacratic types were probably growing tired of Roberta: From their POV, she'd spent 2 million dollars over 2 years thus far on a game in a dead genre.
In June 1998, Sierra finally picked David Grenewetzski as CEO. He too felt adventure games were dead and would be the guy who would kill Oakhurst and lay off the entire adventure game division of Sierra in January 1999, and he'd announce that the release of Gabriel Knight 3 marked Sierra's last adventure game.
In the middle of this, all throughout '98, it was slowly revealed that CUC had been engaged in massive amouns of fraud and cooking their books for decades, and they had used Sierra's name and accountants in a lot of this activity from around the Fall of 1996 onward. CUC used the names and accountants of all their subsidiaries to artificially inflate their income. This is in essence why they bought Sierra and other companies--to use them as cover for illegalities. This devastated Sierra's profitability as a company and wiped out the 401ks of many longtime Sierra employees--all of whom were innocent or didn't know of CUC's illegal doings.
Throughout 1998, as Cendant's stock tanked, Sierra's future was totally in doubt. Cendant wasn't sure whether it was going to close the software division, retain it, spin it off as a separate company, or sell it. Disney, Havas and a number of others offered to buy Sierra, and about a month before KQ8 was released, Sierra was sold again to Havas, who was very quickly bought by Vivendi....
So, really, with all these massive leadership changes, reorganizations, restructurings, mergers, acquisitions, and general chaos, I imagine all of these things played a LARGE part in KQ8's troubled development, and in Roberta losing total control over the game as people who were either unsupportive of her or even the idea of KQ8 and adventure games became directly in charge of Sierra....
Actually, with all the craziness that went on during KQ8's development, we're lucky we got a game out of it at all. I don't think KQ8's flaws should be laid totally on Roberta's shoulders or used as "evidence" of her not understanding what the fans wanted or being out of touch...There were so many factors at play.