Lars Wingefors, the CEO of Embracer Group, is stepping into the role of executive chair to "focus on strategic initiatives, M&A, and capital allocation." This move is both alarming and infuriating. Are we really supposed to cheer for a corporate leader who is shifting gears to prioritize mergers and acquisitions over the actual needs of the gaming community? It's absolutely maddening! Let’s break this down. Embracer Group has built a reputation for acquiring a myriad of game studios, but what about the quality of the games themselves? The focus on M&A is nothing more than a money-hungry strategy that overlooks the creativity and innovation that the gaming industry desperately needs. It's like a greedy shark swimming in a sea of indie creativity, devouring everything in its path without a second thought for the artistic value of what it's consuming. Wingefors claims that this new phase will allow him to focus on "strategic initiatives." What does that even mean? Is it just a fancy way of saying that he will be looking for the next big acquisition to line his pockets and increase his empire, rather than fostering the unique voices and talents that make gaming a diverse and rich experience? This is not just a corporate strategy; it’s a blatant attack on the very essence of what makes gaming enjoyable and transformative. Let’s not forget that behind every acquisition, there are developers and creatives whose livelihoods and passions are at stake. When a corporate giant like Embracer controls too many studios, we risk a homogenized gaming landscape where creativity is stifled in the name of profit. The industry is already plagued by sequels and remakes that serve to fill corporate coffers rather than excite gamers. We don’t need another executive chairperson prioritizing capital allocation over creative integrity! Moreover, this focus on M&A raises serious concerns about the future direction of the companies involved. Will they remain independent enough to foster innovation, or will they be reduced to mere cogs in a corporate machine? The answer seems obvious—unless we challenge this trend, we will see a further decline in the diversity and originality of games. Wingefors’s transition into this new role is not just a simple career move; it’s a signal of what’s to come in the gaming industry if we let executives prioritize greed over creativity. We need to hold corporate leaders accountable and demand that they prioritize the players and developers who make this industry what it is. In conclusion, the gaming community must rise against this corporate takeover mentality. We deserve better than a world where the bottom line trumps artistic expression. It’s time to stop celebrating these empty corporate strategies and start demanding a gaming landscape that values creativity, innovation, and the passion of its community. #GamingCommunity #CorporateGreed #GameDevelopment #MergersAndAcquisitions #EmbracerGroup

Reading Time: 9 minutes In the ever-evolving landscape of customer engagement, staying ahead of the curve is not just advantageous, it’s essential. That’s why, for Chapter 7 of “The Customer Engagement Book: Adapt or Die,” we sat down with Mirela Cialai, a seasoned expert in CRM and Martech strategies at brands like Equinox. Mirela brings a wealth of knowledge in aligning technology roadmaps with business goals, shifting organizational focuses from acquisition to retention, and leveraging hyper-personalization to drive success. In this interview, Mirela dives deep into building robust customer engagement technology roadmaps. She unveils the “PAPER” framework—Plan, Audit, Prioritize, Execute, Refine—a simple yet effective strategy for marketers. You’ll gain insights into identifying gaps in your Martech stack, ensuring data accuracy, and prioritizing initiatives that deliver the greatest impact and ROI. Whether you’re navigating data silos, striving for cross-functional alignment, or aiming for seamless tech integration, Mirela’s expertise provides practical solutions and actionable takeaways.   Mirela Cialai Q&A Interview 1. How do you define the vision for a customer engagement platform roadmap in alignment with the broader business goals? Can you share any examples of successful visions from your experience? Defining the vision for the roadmap in alignment with the broader business goals involves creating a strategic framework that connects the team’s objectives with the organization’s overarching mission or primary objectives. This could be revenue growth, customer retention, market expansion, or operational efficiency. We then break down these goals into actionable areas where the team can contribute, such as improving engagement, increasing lifetime value, or driving acquisition. We articulate how the team will support business goals by defining the KPIs that link CRM outcomes — the team’s outcomes — to business goals. In a previous role, the CRM team I was leading faced significant challenges due to the lack of attribution capabilities and a reliance on surface-level metrics such as open rates and click-through rates to measure performance. This approach made it difficult to quantify the impact of our efforts on broader business objectives such as revenue growth. Recognizing this gap, I worked on defining a vision for the CRM team to address these shortcomings. Our vision was to drive measurable growth through enhanced data accuracy and improved attribution capabilities, which allowed us to deliver targeted, data-driven, and personalized customer experiences. To bring this vision to life, I developed a roadmap that focused on first improving data accuracy, building our attribution capabilities, and delivering personalization at scale. By aligning the vision with these strategic priorities, we were able to demonstrate the tangible impact of our efforts on the key business goals. 2. What steps did you take to ensure data accuracy? The data team was very diligent in ensuring that our data warehouse had accurate data. So taking that as the source of truth, we started cleaning the data in all the other platforms that were integrated with our data warehouse — our CRM platform, our attribution analytics platform, etc. That’s where we started, looking at all the different integrations and ensuring that the data flows were correct and that we had all the right flows in place. And also validating and cleaning our email database — that helped, having more accurate data. 3. How do you recommend shifting organizational focus from acquisition to retention within a customer engagement strategy? Shifting an organization’s focus from acquisition to retention requires a cultural and strategic shift, emphasizing the immense value that existing customers bring to long-term growth and profitability. I would start by quantifying the value of retention, showcasing how retaining customers is significantly more cost-effective than acquiring new ones. Research consistently shows that increasing retention rates by just 5% can boost profits by at least 25 to 95%. This data helps make a compelling case to stakeholders about the importance of prioritizing retention. Next, I would link retention to core business goals by demonstrating how enhancing customer lifetime value and loyalty can directly drive revenue growth. This involves shifting the organization’s focus to retention-specific metrics such as churn rate, repeat purchase rate, and customer LTV. These metrics provide actionable insights into customer behaviors and highlight the financial impact of retention initiatives, ensuring alignment with the broader company objectives. By framing retention as a driver of sustainable growth, the organization can see it not as a competing priority, but as a complementary strategy to acquisition, ultimately leading to a more balanced and effective customer engagement strategy. 4. What are the key steps in analyzing a brand’s current Martech stack capabilities to identify gaps and opportunities for improvement? Developing a clear understanding of the Martech stack’s current state and ensuring it aligns with a brand’s strategic needs and future goals requires a structured and strategic approach. The process begins with defining what success looks like in terms of technology capabilities such as scalability, integration, automation, and data accessibility, and linking these capabilities directly to the brand’s broader business objectives. I start by doing an inventory of all tools currently in use, including their purpose, owner, and key functionalities, assessing if these tools are being used to their full potential or if there are features that remain unused, and reviewing how well tools integrate with one another and with our core systems, the data warehouse. Also, comparing the capabilities of each tool and results against industry standards and competitor practices and looking for missing functionalities such as personalization, omnichannel orchestration, or advanced analytics, and identifying overlapping tools that could be consolidated to save costs and streamline workflows. Finally, review the costs of the current tools against their impact on business outcomes and identify technologies that could reduce costs, increase efficiency, or deliver higher ROI through enhanced capabilities. Establish a regular review cycle for the Martech stack to ensure it evolves alongside the business and the technological landscape. 5. How do you evaluate whether a company’s tech stack can support innovative customer-focused campaigns, and what red flags should marketers look out for? I recommend taking a structured approach and first ensure there is seamless integration across all tools to support a unified customer view and data sharing across the different channels. Determine if the stack can handle increasing data volumes, larger audiences, and additional channels as the campaigns grow, and check if it supports dynamic content, behavior-based triggers, and advanced segmentation and can process and act on data in real time through emerging technologies like AI/ML predictive analytics to enable marketers to launch responsive and timely campaigns. Most importantly, we need to ensure that the stack offers robust reporting tools that provide actionable insights, allowing teams to track performance and optimize campaigns. Some of the red flags are: data silos where customer data is fragmented across platforms and not easily accessible or integrated, inability to process or respond to customer behavior in real time, a reliance on manual intervention for tasks like segmentation, data extraction, campaign deployment, and poor scalability. If the stack struggles with growing data volumes or expanding to new channels, it won’t support the company’s evolving needs. 6. What role do hyper-personalization and timely communication play in a successful customer engagement strategy? How do you ensure they’re built into the technology roadmap? Hyper-personalization and timely communication are essential components of a successful customer engagement strategy because they create meaningful, relevant, and impactful experiences that deepen the relationship with customers, enhance loyalty, and drive business outcomes. Hyper-personalization leverages data to deliver tailored content that resonates with each individual based on their preferences, behavior, or past interactions, and timely communication ensures these personalized interactions occur at the most relevant moments, which ultimately increases their impact. Customers are more likely to engage with messages that feel relevant and align with their needs, and real-time triggers such as cart abandonment or post-purchase upsells capitalize on moments when customers are most likely to convert. By embedding these capabilities into the roadmap through data integration, AI-driven insights, automation, and continuous optimization, we can deliver impactful, relevant, and timely experiences that foster deeper customer relationships and drive long-term success. 7. What’s your approach to breaking down the customer engagement technology roadmap into manageable phases? How do you prioritize the initiatives? To create a manageable roadmap, we need to divide it into distinct phases, starting with building the foundation by addressing data cleanup, system integrations, and establishing metrics, which lays the groundwork for success. Next, we can focus on early wins and quick impact by launching behavior-based campaigns, automating workflows, and improving personalization to drive immediate value. Then we can move to optimization and expansion, incorporating predictive analytics, cross-channel orchestration, and refined attribution models to enhance our capabilities. Finally, prioritize innovation and scalability, leveraging AI/ML for hyper-personalization, scaling campaigns to new markets, and ensuring the system is equipped for future growth. By starting with foundational projects, delivering quick wins, and building towards scalable innovation, we can drive measurable outcomes while maintaining our agility to adapt to evolving needs. In terms of prioritizing initiatives effectively, I would focus on projects that deliver the greatest impact on business goals, on customer experience and ROI, while we consider feasibility, urgency, and resource availability. In the past, I’ve used frameworks like Impact Effort Matrix to identify the high-impact, low-effort initiatives and ensure that the most critical projects are addressed first. 8. How do you ensure cross-functional alignment around this roadmap? What processes have worked best for you? Ensuring cross-functional alignment requires clear communication, collaborative planning, and shared accountability. We need to establish a shared understanding of the roadmap’s purpose and how it ties to the company’s overall goals by clearly articulating the “why” behind the roadmap and how each team can contribute to its success. To foster buy-in and ensure the roadmap reflects diverse perspectives and needs, we need to involve all stakeholders early on during the roadmap development and clearly outline each team’s role in executing the roadmap to ensure accountability across the different teams. To keep teams informed and aligned, we use meetings such as roadmap kickoff sessions and regular check-ins to share updates, address challenges collaboratively, and celebrate milestones together. 9. If you were to outline a simple framework for marketers to follow when building a customer engagement technology roadmap, what would it look like? A simple framework for marketers to follow when building the roadmap can be summarized in five clear steps: Plan, Audit, Prioritize, Execute, and Refine. In one word: PAPER. Here’s how it breaks down. Plan: We lay the groundwork for the roadmap by defining the CRM strategy and aligning it with the business goals. Audit: We evaluate the current state of our CRM capabilities. We conduct a comprehensive assessment of our tools, our data, the processes, and team workflows to identify any potential gaps. Prioritize: initiatives based on impact, feasibility, and ROI potential. Execute: by implementing the roadmap in manageable phases. Refine: by continuously improving CRM performance and refining the roadmap. So the PAPER framework — Plan, Audit, Prioritize, Execute, and Refine — provides a structured, iterative approach allowing marketers to create a scalable and impactful customer engagement strategy. 10. What are the most common challenges marketers face in creating or executing a customer engagement strategy, and how can they address these effectively? The most critical is when the customer data is siloed across different tools and platforms, making it very difficult to get a unified view of the customer. This limits the ability to deliver personalized and consistent experiences. The solution is to invest in tools that can centralize data from all touchpoints and ensure seamless integration between different platforms to create a single source of truth. Another challenge is the lack of clear metrics and ROI measurement and the inability to connect engagement efforts to tangible business outcomes, making it very hard to justify investment or optimize strategies. The solution for that is to define clear KPIs at the outset and use attribution models to link customer interactions to revenue and other key outcomes. Overcoming internal silos is another challenge where there is misalignment between teams, which can lead to inconsistent messaging and delayed execution. A solution to this is to foster cross-functional collaboration through shared goals, regular communication, and joint planning sessions. Besides these, other challenges marketers can face are delivering personalization at scale, keeping up with changing customer expectations, resource and budget constraints, resistance to change, and others. While creating and executing a customer engagement strategy can be challenging, these obstacles can be addressed through strategic planning, leveraging the right tools, fostering collaboration, and staying adaptable to customer needs and industry trends. By tackling these challenges proactively, marketers can deliver impactful customer-centric strategies that drive long-term success. 11. What are the top takeaways or lessons that you’ve learned from building customer engagement technology roadmaps that others should keep in mind? I would say one of the most important takeaways is to ensure that the roadmap directly supports the company’s broader objectives. Whether the focus is on retention, customer lifetime value, or revenue growth, the roadmap must bridge the gap between high-level business goals and actionable initiatives. Another important lesson: The roadmap is only as effective as the data and systems it’s built upon. I’ve learned the importance of prioritizing foundational elements like data cleanup, integrations, and governance before tackling advanced initiatives like personalization or predictive analytics. Skipping this step can lead to inefficiencies or missed opportunities later on. A Customer Engagement Roadmap is a strategic tool that evolves alongside the business and its customers. So by aligning with business goals, building a solid foundation, focusing on impact, fostering collaboration, and remaining adaptable, you can create a roadmap that delivers measurable results and meaningful customer experiences.     This interview Q&A was hosted with Mirela Cialai, Director of CRM & MarTech at Equinox, for Chapter 7 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Mirela Cialai Q&A: Customer Engagement Book Interview appeared first on MoEngage. #mirela #cialai #qampampa #customer #engagement

Meta is looking to up its weakening AI game with a key talent grab. Following days of speculation, the social media giant has confirmed that Scale AI’s founder and CEO, Alexandr Wang, is joining Meta to work on its AI efforts. Meta will invest billion in Scale AI as part of the deal, and will have a 49% stake in the AI startup, which specializes in data labeling and model evaluation services. Other key Scale employees will also move over to Meta, while CSO Jason Droege will step in as Scale’s interim CEO. This move comes as the Mark Zuckerberg-led company goes all-in on building a new research lab focused on “superintelligence,” the next step beyond artificial general intelligence. The arrangement also reflects a growing trend in big tech, where industry giants are buying companies without really buying them — what’s increasingly being referred to as “acqui-hiring.” It involves recruiting key personnel from a company, licensing its technology, and selling its products, but leaving it as a private entity. “This is fundamentally a massive ‘acqui-hire’ play disguised as a strategic investment,” said Wyatt Mayham, lead AI consultant at Northwest AI Consulting. “While Meta gets Scale’s data infrastructure, the real prize is Wang joining Meta to lead their superintelligence lab. At the billion price tag, this might be the most expensive individual talent acquisition in tech history.” Closing gaps with competitors Meta has struggled to keep up with OpenAI, Anthropic, and other key competitors in the AI race, recently even delaying the launch of its new flagship model, Behemoth, purportedly due to internal concerns about its performance. It has also seen the departure of several of its top researchers.  “It’s not really a secret at this point that Meta’s Llama 4 models have had significant performance issues,” Mayham said. “Zuck is essentially betting that Wang’s track record building AI infrastructure can solve Meta’s alignment and model quality problems faster than internal development.” And, he added, Scale’s enterprise-grade human feedback loops are exactly what Meta’s Llama models need to compete with ChatGPT and Claude on reliability and task-following. Data quality, a key focus for Wang, is a big factor in solving those performance problems. He wrote in a note to Scale employees on Thursday, later posted on X, that when he founded Scale AI in 2016 amidst some of the early AI breakthroughs, “it was clear even then that data was the lifeblood of AI systems, and that was the inspiration behind starting Scale.” But despite Meta’s huge investment, Scale AI is underscoring its commitment to sovereignty: “Scale remains an independent leader in AI, committed to providing industry-leading AI solutions and safeguarding customer data,” the company wrote in a blog post. “Scale will continue to partner with leading AI labs, multinational enterprises, and governments to deliver expert data and technology solutions through every phase of AI’s evolution.” Allowing big tech to side-step notification But while it’s only just been inked, the high-profile deal is already raising some eyebrows. According to experts, arrangements like these allow tech companies to acquire top talent and key technologies in a side-stepping manner, thus avoiding regulatory notification requirements. The US Federal Trade Commissionrequires mergers and acquisitions totaling more than million be reported in advance. Licensing deals or the mass hiring-away of a company’s employees don’t have this requirement. This allows companies to move more quickly, as they don’t have to undergo the lengthy federal review process. Microsoft’s deal with Inflection AI is probably one of the highest-profile examples of the “acqui-hiring” trend. In March 2024, the tech giant paid the startup million in licensing fees and hired much of its team, including co-founders Mustafa Suleymanand Karén Simonyan. Similarly, last year Amazon hired more than 50% of Adept AI’s key personnel, including its CEO, to focus on AGI. Google also inked a licensing agreement with Character AI and hired a majority of its founders and researchers. However, regulators have caught on, with the FTC launching inquiries into both the Microsoft-Inflection and Amazon-Adept deals, and the US Justice Departmentanalyzing Google-Character AI. Reflecting ‘desperation’ in the AI industry Meta’s decision to go forward with this arrangement anyway, despite that dicey backdrop, seems to indicate how anxious the company is to keep up in the AI race. “The most interesting piece of this all is the timing,” said Mayham. “It reflects broader industry desperation. Tech giants are increasingly buying parts of promising AI startups to secure key talent without acquiring full companies, following similar patterns with Microsoft-Inflection and Google-Character AI.” However, the regulatory risks are “real but nuanced,” he noted. Meta’s acquisition could face scrutiny from antitrust regulators, particularly as the company is involved in an ongoing FTC lawsuit over its Instagram and WhatsApp acquisitions. While the 49% ownership position appears designed to avoid triggering automatic thresholds, US regulatory bodies like the FTC and DOJ can review minority stake acquisitions under the Clayton Antitrust Act if they seem to threaten competition. Perhaps more importantly, Meta is not considered a leader in AGI development and is trailing OpenAI, Anthropic, and Google, meaning regulators may not consider the deal all that concerning. All told, the arrangement certainly signals Meta’s recognition that the AI race has shifted from a compute and model size competition to a data quality and alignment battle, Mayham noted. “I think theof this is that Zuck’s biggest bet is that talent and data infrastructure matter more than raw compute power in the AI race,” he said. “The regulatory risk is manageable given Meta’s trailing position, but the acqui-hire premium shows how expensive top AI talent has become.” #meta #officially #acquihires #scale #will

Who Could Buy Unity? / News / June 7, 2025 / Business, Unity Earlier this week 80.lv ran the incredibly misleadingarticle Analyst Suggests Apple Might be Considering Buying Unity After Legal Defeat to Epic Games. Might is doing some heavy lifting there as there is no actual evidence that Apple or any other company are currently looking to purchase Unity Technologies. That said, it is an interesting topic as a pure thought exercise. So today we are going to discuss the companies that could be potential suitors for Unity. Unity The obvious place to start is with Unity Technologies, which is to say they can simply stay an independent organization. While they are not profitable, their financial situation has been trending in a positive direction of late and they have sufficient cash and resources to stay independent for the foreseeable future. Should things get bad at Unity, it is possible one of their largest investorscould take the company private again. Put simply, Unity does not need to be purchased and things can be kept as they are. Apple The original premise of this article is that Apple should buy Unity. Reasons why Apple should buy Unity: Apple and Unity have a long history, with Unity having been originally a Mac exclusive application and it has always supported Apple platforms Unity is by far the most used application for creating games on the Apple App Store Unity Grow productscould have good synergy with Apples products Apple could prevent a potential future rival, especially around 3rd party app stores Reasons why Apple won’t buy Unity: Apple has never made a purchase anywhere near the size of Unity. Their largest acquisition to datewould be 1/4 to 1/5 the size of acquiring Unity Apple has never really gotten involved in gaming beyond small initiatives in the past Apple mostly grows in-house over acquisition and more acquisitions are subsumed into other Apple products, Unity is not a good fit here Amazon Amazon have heaps of cash and aren’t afraid to use it such as acquiring MGM, Whole Foods, Twitch and many more companies over the years. They also have several gaming-oriented interests and have made an attemptto become a major game developer in the past. Reasons why Amazon should buy Unity: Amazon tried to enter gaming in a big way once already with the licensing of CryEngine to create Lumberyardand buying up or forming several game studios. Unity would provide a much larger and more established foothold should they wish to buy their way in Amazon web services could be a good compliment to Unity’s server side offerings, while Unity’s Grow division could be a good fit for Amazon platforms Integration with their gaming platformsReasons why Amazon won’t buy Unity: Their last attempt into game development was a massive failure and much of it was rumored to be a culture problem Tencent Tencent have invested HEAVILY into the world of gamingand aren’t afraid of throwing money around, so Unity could be a good fit in that portfolio. That said recent political climate changes would render this acquisition very unlikely. Reasons why Tencent should buy Unity: Tencent have a presence across the entire gaming industry and already have a minority stake in Epic Games. This would more or less give them a controlling influence over two of the biggest players in the space Access to or ownership of Unity’s recently created China Joint Venture Integration with Tencents other holdings like WeChat or Snap might provide some synergies Reasons why Tencent won’t buy Unity: Not a snowballs chance in hell that regulators allow this acquisition to happen, from antitrust issues of owning stakes in both Unity and Unreal Engine, to just more broad geopolitical issues in the modern world Microsoft Microsoft are heavily invested in two areas that overlap with Unity, gaming and software development tools. On paper they might appear to be the perfect suitor for Unity and they have the cash hoard to make such a purchase with ease. Reasons why Microsoft should buy Unity: Unlike Apple, Microsoft has long been a proponent of growth via acquisition with some of their pillar products coming in the form of acquisitions. They also do not shy away from huge dollar purchases such as Activision Blizzard, LinkedIn, Nuance, Skype, ZeniMax, GitHub, Nokia, MojangMicrosoft have a long history of leveraging their development tools to grow their platforms Microsoft gaming studios/relationships/holdings such as XBox, Game Pass/PC Gaming, DirectX, Havok, etc. could benefit from a tighter relationship with Unity Like Amazon, Microsoft server-side servicescould be used to power Unity Grow services Reasons why Microsoft won’t buy Unity: Microsoft only just finished their acquisition of Activision and it was an arduous and nearly doomed process. Buying another company in the gaming space might be a step too far for regulators While Microsoft doesn’t mind spending huge money on acquisitions, they also don’t mind killing those companies off after, especially if there is a market downturn like we are experiencing now AppLovin If there is a company that is most likely to buy Unity, and that would synergize best with Unity products, it’s AppLovin. In broad strokes, AppLovin, IronSource and Unityare all in the same business. On top of that many of AppLovin’s biggest customers and products are directly tied to the Unity ecosystem. In fact, Unity and AppLovin are such a good fit that AppLovin attempted to buy Unity for nearly B back in 2022, when Unity instead pursued it’s doomed merger with IronSource. So, why would it make sense for AppLovin to buy Unity now? Well, these two 5 year stock performance charts more or less tell the entire story: It becomes crystal clear from that fateful date in August of 2022 which company has performed better and right now AppLovin is absolutely flush with cash. If there is a company that makes sense to acquire Unity, it’s AppLovin. Of course now that Unity owns IronSource, there are certainly questions of regulatory approval if this would even be allowed. Once again, this entire exercise is simply a thought exercise, just for fun. There is no public available news that ANYONE are looking to acquire Unity, nor that Unity is looking to be acquired. You can learn more about my thoughts on the matter in the video below. #who #could #buy #unity