• HOW DISGUISE BUILT OUT THE VIRTUAL ENVIRONMENTS FOR A MINECRAFT MOVIE

    By TREVOR HOGG

    Images courtesy of Warner Bros. Pictures.

    Rather than a world constructed around photorealistic pixels, a video game created by Markus Persson has taken the boxier 3D voxel route, which has become its signature aesthetic, and sparked an international phenomenon that finally gets adapted into a feature with the release of A Minecraft Movie. Brought onboard to help filmmaker Jared Hess in creating the environments that the cast of Jason Momoa, Jack Black, Sebastian Hansen, Emma Myers and Danielle Brooks find themselves inhabiting was Disguise under the direction of Production VFX Supervisor Dan Lemmon.

    “s the Senior Unreal Artist within the Virtual Art Departmenton Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.”
    —Talia Finlayson, Creative Technologist, Disguise

    Interior and exterior environments had to be created, such as the shop owned by Steve.

    “Prior to working on A Minecraft Movie, I held more technical roles, like serving as the Virtual Production LED Volume Operator on a project for Apple TV+ and Paramount Pictures,” notes Talia Finlayson, Creative Technologist for Disguise. “But as the Senior Unreal Artist within the Virtual Art Departmenton Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.” The project provided new opportunities. “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance,” notes Laura Bell, Creative Technologist for Disguise. “But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.”

    Set designs originally created by the art department in Rhinoceros 3D were transformed into fully navigable 3D environments within Unreal Engine. “These scenes were far more than visualizations,” Finlayson remarks. “They were interactive tools used throughout the production pipeline. We would ingest 3D models and concept art, clean and optimize geometry using tools like Blender, Cinema 4D or Maya, then build out the world in Unreal Engine. This included applying materials, lighting and extending environments. These Unreal scenes we created were vital tools across the production and were used for a variety of purposes such as enabling the director to explore shot compositions, block scenes and experiment with camera movement in a virtual space, as well as passing along Unreal Engine scenes to the visual effects vendors so they could align their digital environments and set extensions with the approved production layouts.”

    A virtual exploration of Steve’s shop in Midport Village.

    Certain elements have to be kept in mind when constructing virtual environments. “When building virtual environments, you need to consider what can actually be built, how actors and cameras will move through the space, and what’s safe and practical on set,” Bell observes. “Outside the areas where strict accuracy is required, you want the environments to blend naturally with the original designs from the art department and support the story, creating a space that feels right for the scene, guides the audience’s eye and sets the right tone. Things like composition, lighting and small environmental details can be really fun to work on, but also serve as beautiful additions to help enrich a story.”

    “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance. But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.”
    —Laura Bell, Creative Technologist, Disguise

    Among the buildings that had to be created for Midport Village was Steve’sLava Chicken Shack.

    Concept art was provided that served as visual touchstones. “We received concept art provided by the amazing team of concept artists,” Finlayson states. “Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging. Sometimes we would also help the storyboard artists by sending through images of the Unreal Engine worlds to help them geographically position themselves in the worlds and aid in their storyboarding.” At times, the video game assets came in handy. “Exteriors often involved large-scale landscapes and stylized architectural elements, which had to feel true to the Minecraft world,” Finlayson explains. “In some cases, we brought in geometry from the game itself to help quickly block out areas. For example, we did this for the Elytra Flight Chase sequence, which takes place through a large canyon.”

    Flexibility was critical. “A key technical challenge we faced was ensuring that the Unreal levels were built in a way that allowed for fast and flexible iteration,” Finlayson remarks. “Since our environments were constantly being reviewed by the director, production designer, DP and VFX supervisor, we needed to be able to respond quickly to feedback, sometimes live during a review session. To support this, we had to keep our scenes modular and well-organized; that meant breaking environments down into manageable components and maintaining clean naming conventions. By setting up the levels this way, we could make layout changes, swap assets or adjust lighting on the fly without breaking the scene or slowing down the process.” Production schedules influence the workflows, pipelines and techniques. “No two projects will ever feel exactly the same,” Bell notes. “For example, Pat Younisadapted his typical VR setup to allow scene reviews using a PS5 controller, which made it much more comfortable and accessible for the director. On a more technical side, because everything was cubes and voxels, my Blender workflow ended up being way heavier on the re-mesh modifier than usual, definitely not something I’ll run into again anytime soon!”

    A virtual study and final still of the cast members standing outside of the Lava Chicken Shack.

    “We received concept art provided by the amazing team of concept artists. Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging.”
    —Talia Finlayson, Creative Technologist, Disguise

    The design and composition of virtual environments tended to remain consistent throughout principal photography. “The only major design change I can recall was the removal of a second story from a building in Midport Village to allow the camera crane to get a clear shot of the chicken perched above Steve’s lava chicken shack,” Finlayson remarks. “I would agree that Midport Village likely went through the most iterations,” Bell responds. “The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled. I remember rebuilding the stairs leading up to the rampart five or six times, using different configurations based on the physically constructed stairs. This was because there were storyboarded sequences of the film’s characters, Henry, Steve and Garrett, being chased by piglins, and the action needed to match what could be achieved practically on set.”

    Virtually conceptualizing the layout of Midport Village.

    Complex virtual environments were constructed for the final battle and the various forest scenes throughout the movie. “What made these particularly challenging was the way physical set pieces were repurposed and repositioned to serve multiple scenes and locations within the story,” Finlayson reveals. “The same built elements had to appear in different parts of the world, so we had to carefully adjust the virtual environments to accommodate those different positions.” Bell is in agreement with her colleague. “The forest scenes were some of the more complex environments to manage. It could get tricky, particularly when the filming schedule shifted. There was one day on set where the order of shots changed unexpectedly, and because the physical sets looked so similar, I initially loaded a different perspective than planned. Fortunately, thanks to our workflow, Lindsay Georgeand I were able to quickly open the recorded sequence in Unreal Engine and swap out the correct virtual environment for the live composite without any disruption to the shoot.”

    An example of the virtual and final version of the Woodland Mansion.

    “Midport Village likely went through the most iterations. The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled.”
    —Laura Bell, Creative Technologist, Disguise

    Extensive detail was given to the center of the sets where the main action unfolds. “For these areas, we received prop layouts from the prop department to ensure accurate placement and alignment with the physical builds,” Finlayson explains. “These central environments were used heavily for storyboarding, blocking and department reviews, so precision was essential. As we moved further out from the practical set, the environments became more about blocking and spatial context rather than fine detail. We worked closely with Production Designer Grant Major to get approval on these extended environments, making sure they aligned with the overall visual direction. We also used creatures and crowd stand-ins provided by the visual effects team. These gave a great sense of scale and placement during early planning stages and allowed other departments to better understand how these elements would be integrated into the scenes.”

    Cast members Sebastian Hansen, Danielle Brooks and Emma Myers stand in front of the Earth Portal Plateau environment.

    Doing a virtual scale study of the Mountainside.

    Practical requirements like camera moves, stunt choreography and crane setups had an impact on the creation of virtual environments. “Sometimes we would adjust layouts slightly to open up areas for tracking shots or rework spaces to accommodate key action beats, all while keeping the environment feeling cohesive and true to the Minecraft world,” Bell states. “Simulcam bridged the physical and virtual worlds on set, overlaying Unreal Engine environments onto live-action scenes in real-time, giving the director, DP and other department heads a fully-realized preview of shots and enabling precise, informed decisions during production. It also recorded critical production data like camera movement paths, which was handed over to the post-production team to give them the exact tracks they needed, streamlining the visual effects pipeline.”

    Piglots cause mayhem during the Wingsuit Chase.

    Virtual versions of the exterior and interior of the Safe House located in the Enchanted Woods.

    “One of the biggest challenges for me was managing constant iteration while keeping our environments clean, organized and easy to update,” Finlayson notes. “Because the virtual sets were reviewed regularly by the director and other heads of departments, feedback was often implemented live in the room. This meant the environments had to be flexible. But overall, this was an amazing project to work on, and I am so grateful for the incredible VAD team I was a part of – Heide Nichols, Pat Younis, Jake Tuckand Laura. Everyone on this team worked so collaboratively, seamlessly and in such a supportive way that I never felt like I was out of my depth.” There was another challenge that is more to do with familiarity. “Having a VAD on a film is still a relatively new process in production,” Bell states. “There were moments where other departments were still learning what we did and how to best work with us. That said, the response was overwhelmingly positive. I remember being on set at the Simulcam station and seeing how excited people were to look at the virtual environments as they walked by, often stopping for a chat and a virtual tour. Instead of seeing just a huge blue curtain, they were stoked to see something Minecraft and could get a better sense of what they were actually shooting.”
    #how #disguise #built #out #virtual
    HOW DISGUISE BUILT OUT THE VIRTUAL ENVIRONMENTS FOR A MINECRAFT MOVIE
    By TREVOR HOGG Images courtesy of Warner Bros. Pictures. Rather than a world constructed around photorealistic pixels, a video game created by Markus Persson has taken the boxier 3D voxel route, which has become its signature aesthetic, and sparked an international phenomenon that finally gets adapted into a feature with the release of A Minecraft Movie. Brought onboard to help filmmaker Jared Hess in creating the environments that the cast of Jason Momoa, Jack Black, Sebastian Hansen, Emma Myers and Danielle Brooks find themselves inhabiting was Disguise under the direction of Production VFX Supervisor Dan Lemmon. “s the Senior Unreal Artist within the Virtual Art Departmenton Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.” —Talia Finlayson, Creative Technologist, Disguise Interior and exterior environments had to be created, such as the shop owned by Steve. “Prior to working on A Minecraft Movie, I held more technical roles, like serving as the Virtual Production LED Volume Operator on a project for Apple TV+ and Paramount Pictures,” notes Talia Finlayson, Creative Technologist for Disguise. “But as the Senior Unreal Artist within the Virtual Art Departmenton Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.” The project provided new opportunities. “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance,” notes Laura Bell, Creative Technologist for Disguise. “But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.” Set designs originally created by the art department in Rhinoceros 3D were transformed into fully navigable 3D environments within Unreal Engine. “These scenes were far more than visualizations,” Finlayson remarks. “They were interactive tools used throughout the production pipeline. We would ingest 3D models and concept art, clean and optimize geometry using tools like Blender, Cinema 4D or Maya, then build out the world in Unreal Engine. This included applying materials, lighting and extending environments. These Unreal scenes we created were vital tools across the production and were used for a variety of purposes such as enabling the director to explore shot compositions, block scenes and experiment with camera movement in a virtual space, as well as passing along Unreal Engine scenes to the visual effects vendors so they could align their digital environments and set extensions with the approved production layouts.” A virtual exploration of Steve’s shop in Midport Village. Certain elements have to be kept in mind when constructing virtual environments. “When building virtual environments, you need to consider what can actually be built, how actors and cameras will move through the space, and what’s safe and practical on set,” Bell observes. “Outside the areas where strict accuracy is required, you want the environments to blend naturally with the original designs from the art department and support the story, creating a space that feels right for the scene, guides the audience’s eye and sets the right tone. Things like composition, lighting and small environmental details can be really fun to work on, but also serve as beautiful additions to help enrich a story.” “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance. But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.” —Laura Bell, Creative Technologist, Disguise Among the buildings that had to be created for Midport Village was Steve’sLava Chicken Shack. Concept art was provided that served as visual touchstones. “We received concept art provided by the amazing team of concept artists,” Finlayson states. “Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging. Sometimes we would also help the storyboard artists by sending through images of the Unreal Engine worlds to help them geographically position themselves in the worlds and aid in their storyboarding.” At times, the video game assets came in handy. “Exteriors often involved large-scale landscapes and stylized architectural elements, which had to feel true to the Minecraft world,” Finlayson explains. “In some cases, we brought in geometry from the game itself to help quickly block out areas. For example, we did this for the Elytra Flight Chase sequence, which takes place through a large canyon.” Flexibility was critical. “A key technical challenge we faced was ensuring that the Unreal levels were built in a way that allowed for fast and flexible iteration,” Finlayson remarks. “Since our environments were constantly being reviewed by the director, production designer, DP and VFX supervisor, we needed to be able to respond quickly to feedback, sometimes live during a review session. To support this, we had to keep our scenes modular and well-organized; that meant breaking environments down into manageable components and maintaining clean naming conventions. By setting up the levels this way, we could make layout changes, swap assets or adjust lighting on the fly without breaking the scene or slowing down the process.” Production schedules influence the workflows, pipelines and techniques. “No two projects will ever feel exactly the same,” Bell notes. “For example, Pat Younisadapted his typical VR setup to allow scene reviews using a PS5 controller, which made it much more comfortable and accessible for the director. On a more technical side, because everything was cubes and voxels, my Blender workflow ended up being way heavier on the re-mesh modifier than usual, definitely not something I’ll run into again anytime soon!” A virtual study and final still of the cast members standing outside of the Lava Chicken Shack. “We received concept art provided by the amazing team of concept artists. Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging.” —Talia Finlayson, Creative Technologist, Disguise The design and composition of virtual environments tended to remain consistent throughout principal photography. “The only major design change I can recall was the removal of a second story from a building in Midport Village to allow the camera crane to get a clear shot of the chicken perched above Steve’s lava chicken shack,” Finlayson remarks. “I would agree that Midport Village likely went through the most iterations,” Bell responds. “The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled. I remember rebuilding the stairs leading up to the rampart five or six times, using different configurations based on the physically constructed stairs. This was because there were storyboarded sequences of the film’s characters, Henry, Steve and Garrett, being chased by piglins, and the action needed to match what could be achieved practically on set.” Virtually conceptualizing the layout of Midport Village. Complex virtual environments were constructed for the final battle and the various forest scenes throughout the movie. “What made these particularly challenging was the way physical set pieces were repurposed and repositioned to serve multiple scenes and locations within the story,” Finlayson reveals. “The same built elements had to appear in different parts of the world, so we had to carefully adjust the virtual environments to accommodate those different positions.” Bell is in agreement with her colleague. “The forest scenes were some of the more complex environments to manage. It could get tricky, particularly when the filming schedule shifted. There was one day on set where the order of shots changed unexpectedly, and because the physical sets looked so similar, I initially loaded a different perspective than planned. Fortunately, thanks to our workflow, Lindsay Georgeand I were able to quickly open the recorded sequence in Unreal Engine and swap out the correct virtual environment for the live composite without any disruption to the shoot.” An example of the virtual and final version of the Woodland Mansion. “Midport Village likely went through the most iterations. The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled.” —Laura Bell, Creative Technologist, Disguise Extensive detail was given to the center of the sets where the main action unfolds. “For these areas, we received prop layouts from the prop department to ensure accurate placement and alignment with the physical builds,” Finlayson explains. “These central environments were used heavily for storyboarding, blocking and department reviews, so precision was essential. As we moved further out from the practical set, the environments became more about blocking and spatial context rather than fine detail. We worked closely with Production Designer Grant Major to get approval on these extended environments, making sure they aligned with the overall visual direction. We also used creatures and crowd stand-ins provided by the visual effects team. These gave a great sense of scale and placement during early planning stages and allowed other departments to better understand how these elements would be integrated into the scenes.” Cast members Sebastian Hansen, Danielle Brooks and Emma Myers stand in front of the Earth Portal Plateau environment. Doing a virtual scale study of the Mountainside. Practical requirements like camera moves, stunt choreography and crane setups had an impact on the creation of virtual environments. “Sometimes we would adjust layouts slightly to open up areas for tracking shots or rework spaces to accommodate key action beats, all while keeping the environment feeling cohesive and true to the Minecraft world,” Bell states. “Simulcam bridged the physical and virtual worlds on set, overlaying Unreal Engine environments onto live-action scenes in real-time, giving the director, DP and other department heads a fully-realized preview of shots and enabling precise, informed decisions during production. It also recorded critical production data like camera movement paths, which was handed over to the post-production team to give them the exact tracks they needed, streamlining the visual effects pipeline.” Piglots cause mayhem during the Wingsuit Chase. Virtual versions of the exterior and interior of the Safe House located in the Enchanted Woods. “One of the biggest challenges for me was managing constant iteration while keeping our environments clean, organized and easy to update,” Finlayson notes. “Because the virtual sets were reviewed regularly by the director and other heads of departments, feedback was often implemented live in the room. This meant the environments had to be flexible. But overall, this was an amazing project to work on, and I am so grateful for the incredible VAD team I was a part of – Heide Nichols, Pat Younis, Jake Tuckand Laura. Everyone on this team worked so collaboratively, seamlessly and in such a supportive way that I never felt like I was out of my depth.” There was another challenge that is more to do with familiarity. “Having a VAD on a film is still a relatively new process in production,” Bell states. “There were moments where other departments were still learning what we did and how to best work with us. That said, the response was overwhelmingly positive. I remember being on set at the Simulcam station and seeing how excited people were to look at the virtual environments as they walked by, often stopping for a chat and a virtual tour. Instead of seeing just a huge blue curtain, they were stoked to see something Minecraft and could get a better sense of what they were actually shooting.” #how #disguise #built #out #virtual
    WWW.VFXVOICE.COM
    HOW DISGUISE BUILT OUT THE VIRTUAL ENVIRONMENTS FOR A MINECRAFT MOVIE
    By TREVOR HOGG Images courtesy of Warner Bros. Pictures. Rather than a world constructed around photorealistic pixels, a video game created by Markus Persson has taken the boxier 3D voxel route, which has become its signature aesthetic, and sparked an international phenomenon that finally gets adapted into a feature with the release of A Minecraft Movie. Brought onboard to help filmmaker Jared Hess in creating the environments that the cast of Jason Momoa, Jack Black, Sebastian Hansen, Emma Myers and Danielle Brooks find themselves inhabiting was Disguise under the direction of Production VFX Supervisor Dan Lemmon. “[A]s the Senior Unreal Artist within the Virtual Art Department (VAD) on Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.” —Talia Finlayson, Creative Technologist, Disguise Interior and exterior environments had to be created, such as the shop owned by Steve (Jack Black). “Prior to working on A Minecraft Movie, I held more technical roles, like serving as the Virtual Production LED Volume Operator on a project for Apple TV+ and Paramount Pictures,” notes Talia Finlayson, Creative Technologist for Disguise. “But as the Senior Unreal Artist within the Virtual Art Department (VAD) on Minecraft, I experienced the full creative workflow. What stood out most was how deeply the VAD was embedded across every stage of production. We weren’t working in isolation. From the production designer and director to the VFX supervisor and DP, the VAD became a hub for collaboration.” The project provided new opportunities. “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance,” notes Laura Bell, Creative Technologist for Disguise. “But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.” Set designs originally created by the art department in Rhinoceros 3D were transformed into fully navigable 3D environments within Unreal Engine. “These scenes were far more than visualizations,” Finlayson remarks. “They were interactive tools used throughout the production pipeline. We would ingest 3D models and concept art, clean and optimize geometry using tools like Blender, Cinema 4D or Maya, then build out the world in Unreal Engine. This included applying materials, lighting and extending environments. These Unreal scenes we created were vital tools across the production and were used for a variety of purposes such as enabling the director to explore shot compositions, block scenes and experiment with camera movement in a virtual space, as well as passing along Unreal Engine scenes to the visual effects vendors so they could align their digital environments and set extensions with the approved production layouts.” A virtual exploration of Steve’s shop in Midport Village. Certain elements have to be kept in mind when constructing virtual environments. “When building virtual environments, you need to consider what can actually be built, how actors and cameras will move through the space, and what’s safe and practical on set,” Bell observes. “Outside the areas where strict accuracy is required, you want the environments to blend naturally with the original designs from the art department and support the story, creating a space that feels right for the scene, guides the audience’s eye and sets the right tone. Things like composition, lighting and small environmental details can be really fun to work on, but also serve as beautiful additions to help enrich a story.” “I’ve always loved the physicality of working with an LED volume, both for the immersion it provides and the way that seeing the environment helps shape an actor’s performance. But for A Minecraft Movie, we used Simulcam instead, and it was an incredible experience to live-composite an entire Minecraft world in real-time, especially with nothing on set but blue curtains.” —Laura Bell, Creative Technologist, Disguise Among the buildings that had to be created for Midport Village was Steve’s (Jack Black) Lava Chicken Shack. Concept art was provided that served as visual touchstones. “We received concept art provided by the amazing team of concept artists,” Finlayson states. “Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging. Sometimes we would also help the storyboard artists by sending through images of the Unreal Engine worlds to help them geographically position themselves in the worlds and aid in their storyboarding.” At times, the video game assets came in handy. “Exteriors often involved large-scale landscapes and stylized architectural elements, which had to feel true to the Minecraft world,” Finlayson explains. “In some cases, we brought in geometry from the game itself to help quickly block out areas. For example, we did this for the Elytra Flight Chase sequence, which takes place through a large canyon.” Flexibility was critical. “A key technical challenge we faced was ensuring that the Unreal levels were built in a way that allowed for fast and flexible iteration,” Finlayson remarks. “Since our environments were constantly being reviewed by the director, production designer, DP and VFX supervisor, we needed to be able to respond quickly to feedback, sometimes live during a review session. To support this, we had to keep our scenes modular and well-organized; that meant breaking environments down into manageable components and maintaining clean naming conventions. By setting up the levels this way, we could make layout changes, swap assets or adjust lighting on the fly without breaking the scene or slowing down the process.” Production schedules influence the workflows, pipelines and techniques. “No two projects will ever feel exactly the same,” Bell notes. “For example, Pat Younis [VAD Art Director] adapted his typical VR setup to allow scene reviews using a PS5 controller, which made it much more comfortable and accessible for the director. On a more technical side, because everything was cubes and voxels, my Blender workflow ended up being way heavier on the re-mesh modifier than usual, definitely not something I’ll run into again anytime soon!” A virtual study and final still of the cast members standing outside of the Lava Chicken Shack. “We received concept art provided by the amazing team of concept artists. Not only did they send us 2D artwork, but they often shared the 3D models they used to create those visuals. These models were incredibly helpful as starting points when building out the virtual environments in Unreal Engine; they gave us a clear sense of composition and design intent. Storyboards were also a key part of the process and were constantly being updated as the project evolved. Having access to the latest versions allowed us to tailor the virtual environments to match camera angles, story beats and staging.” —Talia Finlayson, Creative Technologist, Disguise The design and composition of virtual environments tended to remain consistent throughout principal photography. “The only major design change I can recall was the removal of a second story from a building in Midport Village to allow the camera crane to get a clear shot of the chicken perched above Steve’s lava chicken shack,” Finlayson remarks. “I would agree that Midport Village likely went through the most iterations,” Bell responds. “The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled. I remember rebuilding the stairs leading up to the rampart five or six times, using different configurations based on the physically constructed stairs. This was because there were storyboarded sequences of the film’s characters, Henry, Steve and Garrett, being chased by piglins, and the action needed to match what could be achieved practically on set.” Virtually conceptualizing the layout of Midport Village. Complex virtual environments were constructed for the final battle and the various forest scenes throughout the movie. “What made these particularly challenging was the way physical set pieces were repurposed and repositioned to serve multiple scenes and locations within the story,” Finlayson reveals. “The same built elements had to appear in different parts of the world, so we had to carefully adjust the virtual environments to accommodate those different positions.” Bell is in agreement with her colleague. “The forest scenes were some of the more complex environments to manage. It could get tricky, particularly when the filming schedule shifted. There was one day on set where the order of shots changed unexpectedly, and because the physical sets looked so similar, I initially loaded a different perspective than planned. Fortunately, thanks to our workflow, Lindsay George [VP Tech] and I were able to quickly open the recorded sequence in Unreal Engine and swap out the correct virtual environment for the live composite without any disruption to the shoot.” An example of the virtual and final version of the Woodland Mansion. “Midport Village likely went through the most iterations. The archway, in particular, became a visual anchor across different levels. We often placed it off in the distance to help orient both ourselves and the audience and show how far the characters had traveled.” —Laura Bell, Creative Technologist, Disguise Extensive detail was given to the center of the sets where the main action unfolds. “For these areas, we received prop layouts from the prop department to ensure accurate placement and alignment with the physical builds,” Finlayson explains. “These central environments were used heavily for storyboarding, blocking and department reviews, so precision was essential. As we moved further out from the practical set, the environments became more about blocking and spatial context rather than fine detail. We worked closely with Production Designer Grant Major to get approval on these extended environments, making sure they aligned with the overall visual direction. We also used creatures and crowd stand-ins provided by the visual effects team. These gave a great sense of scale and placement during early planning stages and allowed other departments to better understand how these elements would be integrated into the scenes.” Cast members Sebastian Hansen, Danielle Brooks and Emma Myers stand in front of the Earth Portal Plateau environment. Doing a virtual scale study of the Mountainside. Practical requirements like camera moves, stunt choreography and crane setups had an impact on the creation of virtual environments. “Sometimes we would adjust layouts slightly to open up areas for tracking shots or rework spaces to accommodate key action beats, all while keeping the environment feeling cohesive and true to the Minecraft world,” Bell states. “Simulcam bridged the physical and virtual worlds on set, overlaying Unreal Engine environments onto live-action scenes in real-time, giving the director, DP and other department heads a fully-realized preview of shots and enabling precise, informed decisions during production. It also recorded critical production data like camera movement paths, which was handed over to the post-production team to give them the exact tracks they needed, streamlining the visual effects pipeline.” Piglots cause mayhem during the Wingsuit Chase. Virtual versions of the exterior and interior of the Safe House located in the Enchanted Woods. “One of the biggest challenges for me was managing constant iteration while keeping our environments clean, organized and easy to update,” Finlayson notes. “Because the virtual sets were reviewed regularly by the director and other heads of departments, feedback was often implemented live in the room. This meant the environments had to be flexible. But overall, this was an amazing project to work on, and I am so grateful for the incredible VAD team I was a part of – Heide Nichols [VAD Supervisor], Pat Younis, Jake Tuck [Unreal Artist] and Laura. Everyone on this team worked so collaboratively, seamlessly and in such a supportive way that I never felt like I was out of my depth.” There was another challenge that is more to do with familiarity. “Having a VAD on a film is still a relatively new process in production,” Bell states. “There were moments where other departments were still learning what we did and how to best work with us. That said, the response was overwhelmingly positive. I remember being on set at the Simulcam station and seeing how excited people were to look at the virtual environments as they walked by, often stopping for a chat and a virtual tour. Instead of seeing just a huge blue curtain, they were stoked to see something Minecraft and could get a better sense of what they were actually shooting.”
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  • Patch Notes #9: Xbox debuts its first handhelds, Hong Kong authorities ban a video game, and big hopes for Big Walk

    We did it gang. We completed another week in the impossible survival sim that is real life. Give yourself a appreciative pat on the back and gaze wistfully towards whatever adventures or blissful respite the weekend might bring.This week I've mostly been recovering from my birthday celebrations, which entailed a bountiful Korean Barbecue that left me with a rampant case of the meat sweats and a pub crawl around one of Manchester's finest suburbs. There was no time for video games, but that's not always a bad thing. Distance makes the heart grow fonder, after all.I was welcomed back to the imaginary office with a news bludgeon to the face. The headlines this week have come thick and fast, bringing hardware announcements, more layoffs, and some notable sales milestones. As always, there's a lot to digest, so let's venture once more into the fray. The first Xbox handhelds have finally arrivedvia Game Developer // Microsoft finally stopped flirting with the idea of launching a handheld this week and unveiled not one, but two devices called the ROG Xbox Ally and ROG Xbox Ally X. The former is pitched towards casual players, while the latter aims to entice hardcore video game aficionados. Both devices were designed in collaboration with Asus and will presumably retail at price points that reflect their respective innards. We don't actually know yet, mind, because Microsoft didn't actually state how much they'll cost. You have the feel that's where the company really needs to stick the landing here.Related:Switch 2 tops 3.5 million sales to deliver Nintendo's biggest console launchvia Game Developer // Four days. That's all it took for the Switch 2 to shift over 3.5 million units worldwide to deliver Nintendo's biggest console launch ever. The original Switch needed a month to reach 2.74 million sales by contrast, while the PS5 needed two months to sell 4.5 million units worldwide. Xbox sales remain a mystery because Microsoft just doesn't talk about that sort of thing anymore, which is decidedly frustrating for those oddballswho actually enjoy sifting through financial documents in search of those juicy juicy numbers.Inside the ‘Dragon Age’ Debacle That Gutted EA’s BioWare Studiovia Bloomberg// How do you kill a franchise like Dragon Age and leave a studio with the pedigree of BioWare in turmoil? According to a new report from Bloomberg, the answer will likely resonate with developers across the industry: corporate meddling. Sources speaking to the publication explained how Dragon Age: The Veilguard, which failed to meet the expectations of parent company EA, was in constant disarray because the American publisher couldn't decide whether it should be a live-service or single player title. Indecision from leadership within EA and an eventual pivot away from the live-service model only caused more confusion, with BioWare being told to implement foundational changes within impossible timelines. It's a story that's all the more alarming because of how familiar it feels.Related:Sony is making layoffs at Days Gone developer Bend Studiovia Game Developer // Sony has continued its Tony Award-winning tun as the Grim Reaper by cutting even more jobs within PlayStation Studios. Days Gone developer Bend Studio was the latest casualty, with the first-party developer confirming a number of employees were laid off just months after the cancellation of a live-service project. Sony didn't confirm how many people lost their jobs, but Bloomberg reporter Jason Schreier heard that around 40 peoplewere let go. Embracer CEO Lars Wingefors to become executive chair and focus on M&Avia Game Developer // Somewhere, in a deep dark corner of the world, the monkey's paw has curled. Embracer CEO Lars Wingefors, who demonstrated his leadership nous by spending years embarking on a colossal merger and acquisition spree only to immediately start downsizing, has announced he'll be stepping down as CEO. The catch? Wingefors is currently proposed to be appointed executive chair of the board of Embracer. In his new role, he'll apparently focus on strategic initiatives, capital allocation, and mergers and acquisitions. And people wonder why satire is dead. Related:Hong Kong Outlaws a Video Game, Saying It Promotes 'Armed Revolution'via The New York Times// National security police in Hong Kong have banned a Taiwanese video game called Reversed Front: Bonfire for supposedly "advocating armed revolution." Authorities in the region warned that anybody who downloads or recommends the online strategy title will face serious legal charges. The game has been pulled from Apple's marketplace in Hong Kong but is still available for download elsewhere. It was never available in mainland China. Developer ESC Taiwan, part of an group of volunteers who are vocal detractors of China's Communist Party, thanked Hong Kong authorities for the free publicity in a social media post and said the ban shows how political censorship remains prominent in the territory. RuneScape developer accused of ‘catering to American conservatism’ by rolling back Pride Month eventsvia PinkNews // Runescape developers inside Jagex have reportedly been left reeling after the studio decided to pivot away from Pride Month content to focus more on "what players wanted." Jagex CEO broke the news to staff with a post on an internal message board, prompting a rush of complaints—with many workers explaining the content was either already complete or easy to implement. Though Jagex is based in the UK, it's parent company CVC Capital Partners operates multiple companies in the United States. It's a situation that left one employee who spoke to PinkNews questioning whether the studio has caved to "American conservatism." SAG-AFTRA suspends strike and instructs union members to return to workvia Game Developer // It has taken almost a year, but performer union SAG-AFTRA has finally suspended strike action and instructed members to return to work. The decision comes after protracted negotiations with major studios who employ performers under the Interactive Media Agreement. SAG-AFTRA had been striking to secure better working conditions and AI protections for its members, and feels it has now secured a deal that will install vital "AI guardrails."A Switch 2 exclusive Splatoon spinoff was just shadow-announced on Nintendo Todayvia Game Developer // Nintendo did something peculiar this week when it unveiled a Splatoon spinoff out of the blue. That in itself might not sound too strange, but for a short window the announcement was only accessible via the company's new Nintendo Today mobile app. It's a situation that left people without access to the app questioning whether the news was even real. Nintendo Today prevented users from capturing screenshots or footage, only adding to the sense of confusion. It led to this reporter branding the move a "shadow announcement," which in turn left some of our readers perplexed. Can you ever announce and announcement? What does that term even mean? Food for thought. A wonderful new Big Walk trailer melted this reporter's heartvia House House//  The mad lads behind Untitled Goose Game are back with a new jaunt called Big Walk. This one has been on my radar for a while, but the studio finally debuted a gameplay overview during Summer Game Fest and it looks extraordinary in its purity. It's about walking and talking—and therein lies the charm. Players are forced to cooperate to navigate a lush open world, solve puzzles, and embark upon hijinks. Proximity-based communication is the core mechanic in Big Walk—whether that takes the form of voice chat, written text, hand signals, blazing flares, or pictograms—and it looks like it'll lead to all sorts of weird and wonderful antics. It's a pitch that cuts through because it's so unashamedly different, and there's a lot to love about that. I'm looking forward to this one.
    #patch #notes #xbox #debuts #its
    Patch Notes #9: Xbox debuts its first handhelds, Hong Kong authorities ban a video game, and big hopes for Big Walk
    We did it gang. We completed another week in the impossible survival sim that is real life. Give yourself a appreciative pat on the back and gaze wistfully towards whatever adventures or blissful respite the weekend might bring.This week I've mostly been recovering from my birthday celebrations, which entailed a bountiful Korean Barbecue that left me with a rampant case of the meat sweats and a pub crawl around one of Manchester's finest suburbs. There was no time for video games, but that's not always a bad thing. Distance makes the heart grow fonder, after all.I was welcomed back to the imaginary office with a news bludgeon to the face. The headlines this week have come thick and fast, bringing hardware announcements, more layoffs, and some notable sales milestones. As always, there's a lot to digest, so let's venture once more into the fray. The first Xbox handhelds have finally arrivedvia Game Developer // Microsoft finally stopped flirting with the idea of launching a handheld this week and unveiled not one, but two devices called the ROG Xbox Ally and ROG Xbox Ally X. The former is pitched towards casual players, while the latter aims to entice hardcore video game aficionados. Both devices were designed in collaboration with Asus and will presumably retail at price points that reflect their respective innards. We don't actually know yet, mind, because Microsoft didn't actually state how much they'll cost. You have the feel that's where the company really needs to stick the landing here.Related:Switch 2 tops 3.5 million sales to deliver Nintendo's biggest console launchvia Game Developer // Four days. That's all it took for the Switch 2 to shift over 3.5 million units worldwide to deliver Nintendo's biggest console launch ever. The original Switch needed a month to reach 2.74 million sales by contrast, while the PS5 needed two months to sell 4.5 million units worldwide. Xbox sales remain a mystery because Microsoft just doesn't talk about that sort of thing anymore, which is decidedly frustrating for those oddballswho actually enjoy sifting through financial documents in search of those juicy juicy numbers.Inside the ‘Dragon Age’ Debacle That Gutted EA’s BioWare Studiovia Bloomberg// How do you kill a franchise like Dragon Age and leave a studio with the pedigree of BioWare in turmoil? According to a new report from Bloomberg, the answer will likely resonate with developers across the industry: corporate meddling. Sources speaking to the publication explained how Dragon Age: The Veilguard, which failed to meet the expectations of parent company EA, was in constant disarray because the American publisher couldn't decide whether it should be a live-service or single player title. Indecision from leadership within EA and an eventual pivot away from the live-service model only caused more confusion, with BioWare being told to implement foundational changes within impossible timelines. It's a story that's all the more alarming because of how familiar it feels.Related:Sony is making layoffs at Days Gone developer Bend Studiovia Game Developer // Sony has continued its Tony Award-winning tun as the Grim Reaper by cutting even more jobs within PlayStation Studios. Days Gone developer Bend Studio was the latest casualty, with the first-party developer confirming a number of employees were laid off just months after the cancellation of a live-service project. Sony didn't confirm how many people lost their jobs, but Bloomberg reporter Jason Schreier heard that around 40 peoplewere let go. Embracer CEO Lars Wingefors to become executive chair and focus on M&Avia Game Developer // Somewhere, in a deep dark corner of the world, the monkey's paw has curled. Embracer CEO Lars Wingefors, who demonstrated his leadership nous by spending years embarking on a colossal merger and acquisition spree only to immediately start downsizing, has announced he'll be stepping down as CEO. The catch? Wingefors is currently proposed to be appointed executive chair of the board of Embracer. In his new role, he'll apparently focus on strategic initiatives, capital allocation, and mergers and acquisitions. And people wonder why satire is dead. Related:Hong Kong Outlaws a Video Game, Saying It Promotes 'Armed Revolution'via The New York Times// National security police in Hong Kong have banned a Taiwanese video game called Reversed Front: Bonfire for supposedly "advocating armed revolution." Authorities in the region warned that anybody who downloads or recommends the online strategy title will face serious legal charges. The game has been pulled from Apple's marketplace in Hong Kong but is still available for download elsewhere. It was never available in mainland China. Developer ESC Taiwan, part of an group of volunteers who are vocal detractors of China's Communist Party, thanked Hong Kong authorities for the free publicity in a social media post and said the ban shows how political censorship remains prominent in the territory. RuneScape developer accused of ‘catering to American conservatism’ by rolling back Pride Month eventsvia PinkNews // Runescape developers inside Jagex have reportedly been left reeling after the studio decided to pivot away from Pride Month content to focus more on "what players wanted." Jagex CEO broke the news to staff with a post on an internal message board, prompting a rush of complaints—with many workers explaining the content was either already complete or easy to implement. Though Jagex is based in the UK, it's parent company CVC Capital Partners operates multiple companies in the United States. It's a situation that left one employee who spoke to PinkNews questioning whether the studio has caved to "American conservatism." SAG-AFTRA suspends strike and instructs union members to return to workvia Game Developer // It has taken almost a year, but performer union SAG-AFTRA has finally suspended strike action and instructed members to return to work. The decision comes after protracted negotiations with major studios who employ performers under the Interactive Media Agreement. SAG-AFTRA had been striking to secure better working conditions and AI protections for its members, and feels it has now secured a deal that will install vital "AI guardrails."A Switch 2 exclusive Splatoon spinoff was just shadow-announced on Nintendo Todayvia Game Developer // Nintendo did something peculiar this week when it unveiled a Splatoon spinoff out of the blue. That in itself might not sound too strange, but for a short window the announcement was only accessible via the company's new Nintendo Today mobile app. It's a situation that left people without access to the app questioning whether the news was even real. Nintendo Today prevented users from capturing screenshots or footage, only adding to the sense of confusion. It led to this reporter branding the move a "shadow announcement," which in turn left some of our readers perplexed. Can you ever announce and announcement? What does that term even mean? Food for thought. A wonderful new Big Walk trailer melted this reporter's heartvia House House//  The mad lads behind Untitled Goose Game are back with a new jaunt called Big Walk. This one has been on my radar for a while, but the studio finally debuted a gameplay overview during Summer Game Fest and it looks extraordinary in its purity. It's about walking and talking—and therein lies the charm. Players are forced to cooperate to navigate a lush open world, solve puzzles, and embark upon hijinks. Proximity-based communication is the core mechanic in Big Walk—whether that takes the form of voice chat, written text, hand signals, blazing flares, or pictograms—and it looks like it'll lead to all sorts of weird and wonderful antics. It's a pitch that cuts through because it's so unashamedly different, and there's a lot to love about that. I'm looking forward to this one. #patch #notes #xbox #debuts #its
    WWW.GAMEDEVELOPER.COM
    Patch Notes #9: Xbox debuts its first handhelds, Hong Kong authorities ban a video game, and big hopes for Big Walk
    We did it gang. We completed another week in the impossible survival sim that is real life. Give yourself a appreciative pat on the back and gaze wistfully towards whatever adventures or blissful respite the weekend might bring.This week I've mostly been recovering from my birthday celebrations, which entailed a bountiful Korean Barbecue that left me with a rampant case of the meat sweats and a pub crawl around one of Manchester's finest suburbs. There was no time for video games, but that's not always a bad thing. Distance makes the heart grow fonder, after all.I was welcomed back to the imaginary office with a news bludgeon to the face. The headlines this week have come thick and fast, bringing hardware announcements, more layoffs, and some notable sales milestones. As always, there's a lot to digest, so let's venture once more into the fray. The first Xbox handhelds have finally arrivedvia Game Developer // Microsoft finally stopped flirting with the idea of launching a handheld this week and unveiled not one, but two devices called the ROG Xbox Ally and ROG Xbox Ally X. The former is pitched towards casual players, while the latter aims to entice hardcore video game aficionados. Both devices were designed in collaboration with Asus and will presumably retail at price points that reflect their respective innards. We don't actually know yet, mind, because Microsoft didn't actually state how much they'll cost. You have the feel that's where the company really needs to stick the landing here.Related:Switch 2 tops 3.5 million sales to deliver Nintendo's biggest console launchvia Game Developer // Four days. That's all it took for the Switch 2 to shift over 3.5 million units worldwide to deliver Nintendo's biggest console launch ever. The original Switch needed a month to reach 2.74 million sales by contrast, while the PS5 needed two months to sell 4.5 million units worldwide. Xbox sales remain a mystery because Microsoft just doesn't talk about that sort of thing anymore, which is decidedly frustrating for those oddballs (read: this writer) who actually enjoy sifting through financial documents in search of those juicy juicy numbers.Inside the ‘Dragon Age’ Debacle That Gutted EA’s BioWare Studiovia Bloomberg (paywalled) // How do you kill a franchise like Dragon Age and leave a studio with the pedigree of BioWare in turmoil? According to a new report from Bloomberg, the answer will likely resonate with developers across the industry: corporate meddling. Sources speaking to the publication explained how Dragon Age: The Veilguard, which failed to meet the expectations of parent company EA, was in constant disarray because the American publisher couldn't decide whether it should be a live-service or single player title. Indecision from leadership within EA and an eventual pivot away from the live-service model only caused more confusion, with BioWare being told to implement foundational changes within impossible timelines. It's a story that's all the more alarming because of how familiar it feels.Related:Sony is making layoffs at Days Gone developer Bend Studiovia Game Developer // Sony has continued its Tony Award-winning tun as the Grim Reaper by cutting even more jobs within PlayStation Studios. Days Gone developer Bend Studio was the latest casualty, with the first-party developer confirming a number of employees were laid off just months after the cancellation of a live-service project. Sony didn't confirm how many people lost their jobs, but Bloomberg reporter Jason Schreier heard that around 40 people (roughly 30 percent of the studio's headcount) were let go. Embracer CEO Lars Wingefors to become executive chair and focus on M&Avia Game Developer // Somewhere, in a deep dark corner of the world, the monkey's paw has curled. Embracer CEO Lars Wingefors, who demonstrated his leadership nous by spending years embarking on a colossal merger and acquisition spree only to immediately start downsizing, has announced he'll be stepping down as CEO. The catch? Wingefors is currently proposed to be appointed executive chair of the board of Embracer. In his new role, he'll apparently focus on strategic initiatives, capital allocation, and mergers and acquisitions. And people wonder why satire is dead. Related:Hong Kong Outlaws a Video Game, Saying It Promotes 'Armed Revolution'via The New York Times (paywalled) // National security police in Hong Kong have banned a Taiwanese video game called Reversed Front: Bonfire for supposedly "advocating armed revolution." Authorities in the region warned that anybody who downloads or recommends the online strategy title will face serious legal charges. The game has been pulled from Apple's marketplace in Hong Kong but is still available for download elsewhere. It was never available in mainland China. Developer ESC Taiwan, part of an group of volunteers who are vocal detractors of China's Communist Party, thanked Hong Kong authorities for the free publicity in a social media post and said the ban shows how political censorship remains prominent in the territory. RuneScape developer accused of ‘catering to American conservatism’ by rolling back Pride Month eventsvia PinkNews // Runescape developers inside Jagex have reportedly been left reeling after the studio decided to pivot away from Pride Month content to focus more on "what players wanted." Jagex CEO broke the news to staff with a post on an internal message board, prompting a rush of complaints—with many workers explaining the content was either already complete or easy to implement. Though Jagex is based in the UK, it's parent company CVC Capital Partners operates multiple companies in the United States. It's a situation that left one employee who spoke to PinkNews questioning whether the studio has caved to "American conservatism." SAG-AFTRA suspends strike and instructs union members to return to workvia Game Developer // It has taken almost a year, but performer union SAG-AFTRA has finally suspended strike action and instructed members to return to work. The decision comes after protracted negotiations with major studios who employ performers under the Interactive Media Agreement. SAG-AFTRA had been striking to secure better working conditions and AI protections for its members, and feels it has now secured a deal that will install vital "AI guardrails."A Switch 2 exclusive Splatoon spinoff was just shadow-announced on Nintendo Todayvia Game Developer // Nintendo did something peculiar this week when it unveiled a Splatoon spinoff out of the blue. That in itself might not sound too strange, but for a short window the announcement was only accessible via the company's new Nintendo Today mobile app. It's a situation that left people without access to the app questioning whether the news was even real. Nintendo Today prevented users from capturing screenshots or footage, only adding to the sense of confusion. It led to this reporter branding the move a "shadow announcement," which in turn left some of our readers perplexed. Can you ever announce and announcement? What does that term even mean? Food for thought. A wonderful new Big Walk trailer melted this reporter's heartvia House House (YouTube) //  The mad lads behind Untitled Goose Game are back with a new jaunt called Big Walk. This one has been on my radar for a while, but the studio finally debuted a gameplay overview during Summer Game Fest and it looks extraordinary in its purity. It's about walking and talking—and therein lies the charm. Players are forced to cooperate to navigate a lush open world, solve puzzles, and embark upon hijinks. Proximity-based communication is the core mechanic in Big Walk—whether that takes the form of voice chat, written text, hand signals, blazing flares, or pictograms—and it looks like it'll lead to all sorts of weird and wonderful antics. It's a pitch that cuts through because it's so unashamedly different, and there's a lot to love about that. I'm looking forward to this one.
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  • Mirela Cialai Q&A: Customer Engagement Book Interview

    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
    Mirela Cialai Q&A: Customer Engagement Book Interview
    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
    WWW.MOENGAGE.COM
    Mirela Cialai Q&A: Customer Engagement Book Interview
    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.
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  • IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029

    IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029

    By John P. Mello Jr.
    June 11, 2025 5:00 AM PT

    IBM unveiled its plan to build IBM Quantum Starling, shown in this rendering. Starling is expected to be the first large-scale, fault-tolerant quantum system.ADVERTISEMENT
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    IBM revealed Tuesday its roadmap for bringing a large-scale, fault-tolerant quantum computer, IBM Quantum Starling, online by 2029, which is significantly earlier than many technologists thought possible.
    The company predicts that when its new Starling computer is up and running, it will be capable of performing 20,000 times more operations than today’s quantum computers — a computational state so vast it would require the memory of more than a quindecillionof the world’s most powerful supercomputers to represent.
    “IBM is charting the next frontier in quantum computing,” Big Blue CEO Arvind Krishna said in a statement. “Our expertise across mathematics, physics, and engineering is paving the way for a large-scale, fault-tolerant quantum computer — one that will solve real-world challenges and unlock immense possibilities for business.”
    IBM’s plan to deliver a fault-tolerant quantum system by 2029 is ambitious but not implausible, especially given the rapid pace of its quantum roadmap and past milestones, observed Ensar Seker, CISO at SOCRadar, a threat intelligence company in Newark, Del.
    “They’ve consistently met or exceeded their qubit scaling goals, and their emphasis on modularity and error correction indicates they’re tackling the right challenges,” he told TechNewsWorld. “However, moving from thousands to millions of physical qubits with sufficient fidelity remains a steep climb.”
    A qubit is the fundamental unit of information in quantum computing, capable of representing a zero, a one, or both simultaneously due to quantum superposition. In practice, fault-tolerant quantum computers use clusters of physical qubits working together to form a logical qubit — a more stable unit designed to store quantum information and correct errors in real time.
    Realistic Roadmap
    Luke Yang, an equity analyst with Morningstar Research Services in Chicago, believes IBM’s roadmap is realistic. “The exact scale and error correction performance might still change between now and 2029, but overall, the goal is reasonable,” he told TechNewsWorld.
    “Given its reliability and professionalism, IBM’s bold claim should be taken seriously,” said Enrique Solano, co-CEO and co-founder of Kipu Quantum, a quantum algorithm company with offices in Berlin and Karlsruhe, Germany.
    “Of course, it may also fail, especially when considering the unpredictability of hardware complexities involved,” he told TechNewsWorld, “but companies like IBM exist for such challenges, and we should all be positively impressed by its current achievements and promised technological roadmap.”
    Tim Hollebeek, vice president of industry standards at DigiCert, a global digital security company, added: “IBM is a leader in this area, and not normally a company that hypes their news. This is a fast-moving industry, and success is certainly possible.”
    “IBM is attempting to do something that no one has ever done before and will almost certainly run into challenges,” he told TechNewsWorld, “but at this point, it is largely an engineering scaling exercise, not a research project.”
    “IBM has demonstrated consistent progress, has committed billion over five years to quantum computing, and the timeline is within the realm of technical feasibility,” noted John Young, COO of Quantum eMotion, a developer of quantum random number generator technology, in Saint-Laurent, Quebec, Canada.
    “That said,” he told TechNewsWorld, “fault-tolerant in a practical, industrial sense is a very high bar.”
    Solving the Quantum Error Correction Puzzle
    To make a quantum computer fault-tolerant, errors need to be corrected so large workloads can be run without faults. In a quantum computer, errors are reduced by clustering physical qubits to form logical qubits, which have lower error rates than the underlying physical qubits.
    “Error correction is a challenge,” Young said. “Logical qubits require thousands of physical qubits to function reliably. That’s a massive scaling issue.”
    IBM explained in its announcement that creating increasing numbers of logical qubits capable of executing quantum circuits with as few physical qubits as possible is critical to quantum computing at scale. Until today, a clear path to building such a fault-tolerant system without unrealistic engineering overhead has not been published.

    Alternative and previous gold-standard, error-correcting codes present fundamental engineering challenges, IBM continued. To scale, they would require an unfeasible number of physical qubits to create enough logical qubits to perform complex operations — necessitating impractical amounts of infrastructure and control electronics. This renders them unlikely to be implemented beyond small-scale experiments and devices.
    In two research papers released with its roadmap, IBM detailed how it will overcome the challenges of building the large-scale, fault-tolerant architecture needed for a quantum computer.
    One paper outlines the use of quantum low-density parity checkcodes to reduce physical qubit overhead. The other describes methods for decoding errors in real time using conventional computing.
    According to IBM, a practical fault-tolerant quantum architecture must:

    Suppress enough errors for useful algorithms to succeed
    Prepare and measure logical qubits during computation
    Apply universal instructions to logical qubits
    Decode measurements from logical qubits in real time and guide subsequent operations
    Scale modularly across hundreds or thousands of logical qubits
    Be efficient enough to run meaningful algorithms using realistic energy and infrastructure resources

    Aside from the technological challenges that quantum computer makers are facing, there may also be some market challenges. “Locating suitable use cases for quantum computers could be the biggest challenge,” Morningstar’s Yang maintained.
    “Only certain computing workloads, such as random circuit sampling, can fully unleash the computing power of quantum computers and show their advantage over the traditional supercomputers we have now,” he said. “However, workloads like RCS are not very commercially useful, and we believe commercial relevance is one of the key factors that determine the total market size for quantum computers.”
    Q-Day Approaching Faster Than Expected
    For years now, organizations have been told they need to prepare for “Q-Day” — the day a quantum computer will be able to crack all the encryption they use to keep their data secure. This IBM announcement suggests the window for action to protect data may be closing faster than many anticipated.
    “This absolutely adds urgency and credibility to the security expert guidance on post-quantum encryption being factored into their planning now,” said Dave Krauthamer, field CTO of QuSecure, maker of quantum-safe security solutions, in San Mateo, Calif.
    “IBM’s move to create a large-scale fault-tolerant quantum computer by 2029 is indicative of the timeline collapsing,” he told TechNewsWorld. “A fault-tolerant quantum computer of this magnitude could be well on the path to crack asymmetric ciphers sooner than anyone thinks.”

    “Security leaders need to take everything connected to post-quantum encryption as a serious measure and work it into their security plans now — not later,” he said.
    Roger Grimes, a defense evangelist with KnowBe4, a security awareness training provider in Clearwater, Fla., pointed out that IBM is just the latest in a surge of quantum companies announcing quickly forthcoming computational breakthroughs within a few years.
    “It leads to the question of whether the U.S. government’s original PQCpreparation date of 2030 is still a safe date,” he told TechNewsWorld.
    “It’s starting to feel a lot more risky for any company to wait until 2030 to be prepared against quantum attacks. It also flies in the face of the latest cybersecurity EOthat relaxed PQC preparation rules as compared to Biden’s last EO PQC standard order, which told U.S. agencies to transition to PQC ASAP.”
    “Most US companies are doing zero to prepare for Q-Day attacks,” he declared. “The latest executive order seems to tell U.S. agencies — and indirectly, all U.S. businesses — that they have more time to prepare. It’s going to cause even more agencies and businesses to be less prepared during a time when it seems multiple quantum computing companies are making significant progress.”
    “It definitely feels that something is going to give soon,” he said, “and if I were a betting man, and I am, I would bet that most U.S. companies are going to be unprepared for Q-Day on the day Q-Day becomes a reality.”

    John P. Mello Jr. has been an ECT News Network reporter since 2003. His areas of focus include cybersecurity, IT issues, privacy, e-commerce, social media, artificial intelligence, big data and consumer electronics. He has written and edited for numerous publications, including the Boston Business Journal, the Boston Phoenix, Megapixel.Net and Government Security News. Email John.

    Leave a Comment

    Click here to cancel reply.
    Please sign in to post or reply to a comment. New users create a free account.

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    view all

    More in Emerging Tech
    #ibm #plans #largescale #faulttolerant #quantum
    IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029
    IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029 By John P. Mello Jr. June 11, 2025 5:00 AM PT IBM unveiled its plan to build IBM Quantum Starling, shown in this rendering. Starling is expected to be the first large-scale, fault-tolerant quantum system.ADVERTISEMENT Enterprise IT Lead Generation Services Fuel Your Pipeline. Close More Deals. Our full-service marketing programs deliver sales-ready leads. 100% Satisfaction Guarantee! Learn more. IBM revealed Tuesday its roadmap for bringing a large-scale, fault-tolerant quantum computer, IBM Quantum Starling, online by 2029, which is significantly earlier than many technologists thought possible. The company predicts that when its new Starling computer is up and running, it will be capable of performing 20,000 times more operations than today’s quantum computers — a computational state so vast it would require the memory of more than a quindecillionof the world’s most powerful supercomputers to represent. “IBM is charting the next frontier in quantum computing,” Big Blue CEO Arvind Krishna said in a statement. “Our expertise across mathematics, physics, and engineering is paving the way for a large-scale, fault-tolerant quantum computer — one that will solve real-world challenges and unlock immense possibilities for business.” IBM’s plan to deliver a fault-tolerant quantum system by 2029 is ambitious but not implausible, especially given the rapid pace of its quantum roadmap and past milestones, observed Ensar Seker, CISO at SOCRadar, a threat intelligence company in Newark, Del. “They’ve consistently met or exceeded their qubit scaling goals, and their emphasis on modularity and error correction indicates they’re tackling the right challenges,” he told TechNewsWorld. “However, moving from thousands to millions of physical qubits with sufficient fidelity remains a steep climb.” A qubit is the fundamental unit of information in quantum computing, capable of representing a zero, a one, or both simultaneously due to quantum superposition. In practice, fault-tolerant quantum computers use clusters of physical qubits working together to form a logical qubit — a more stable unit designed to store quantum information and correct errors in real time. Realistic Roadmap Luke Yang, an equity analyst with Morningstar Research Services in Chicago, believes IBM’s roadmap is realistic. “The exact scale and error correction performance might still change between now and 2029, but overall, the goal is reasonable,” he told TechNewsWorld. “Given its reliability and professionalism, IBM’s bold claim should be taken seriously,” said Enrique Solano, co-CEO and co-founder of Kipu Quantum, a quantum algorithm company with offices in Berlin and Karlsruhe, Germany. “Of course, it may also fail, especially when considering the unpredictability of hardware complexities involved,” he told TechNewsWorld, “but companies like IBM exist for such challenges, and we should all be positively impressed by its current achievements and promised technological roadmap.” Tim Hollebeek, vice president of industry standards at DigiCert, a global digital security company, added: “IBM is a leader in this area, and not normally a company that hypes their news. This is a fast-moving industry, and success is certainly possible.” “IBM is attempting to do something that no one has ever done before and will almost certainly run into challenges,” he told TechNewsWorld, “but at this point, it is largely an engineering scaling exercise, not a research project.” “IBM has demonstrated consistent progress, has committed billion over five years to quantum computing, and the timeline is within the realm of technical feasibility,” noted John Young, COO of Quantum eMotion, a developer of quantum random number generator technology, in Saint-Laurent, Quebec, Canada. “That said,” he told TechNewsWorld, “fault-tolerant in a practical, industrial sense is a very high bar.” Solving the Quantum Error Correction Puzzle To make a quantum computer fault-tolerant, errors need to be corrected so large workloads can be run without faults. In a quantum computer, errors are reduced by clustering physical qubits to form logical qubits, which have lower error rates than the underlying physical qubits. “Error correction is a challenge,” Young said. “Logical qubits require thousands of physical qubits to function reliably. That’s a massive scaling issue.” IBM explained in its announcement that creating increasing numbers of logical qubits capable of executing quantum circuits with as few physical qubits as possible is critical to quantum computing at scale. Until today, a clear path to building such a fault-tolerant system without unrealistic engineering overhead has not been published. Alternative and previous gold-standard, error-correcting codes present fundamental engineering challenges, IBM continued. To scale, they would require an unfeasible number of physical qubits to create enough logical qubits to perform complex operations — necessitating impractical amounts of infrastructure and control electronics. This renders them unlikely to be implemented beyond small-scale experiments and devices. In two research papers released with its roadmap, IBM detailed how it will overcome the challenges of building the large-scale, fault-tolerant architecture needed for a quantum computer. One paper outlines the use of quantum low-density parity checkcodes to reduce physical qubit overhead. The other describes methods for decoding errors in real time using conventional computing. According to IBM, a practical fault-tolerant quantum architecture must: Suppress enough errors for useful algorithms to succeed Prepare and measure logical qubits during computation Apply universal instructions to logical qubits Decode measurements from logical qubits in real time and guide subsequent operations Scale modularly across hundreds or thousands of logical qubits Be efficient enough to run meaningful algorithms using realistic energy and infrastructure resources Aside from the technological challenges that quantum computer makers are facing, there may also be some market challenges. “Locating suitable use cases for quantum computers could be the biggest challenge,” Morningstar’s Yang maintained. “Only certain computing workloads, such as random circuit sampling, can fully unleash the computing power of quantum computers and show their advantage over the traditional supercomputers we have now,” he said. “However, workloads like RCS are not very commercially useful, and we believe commercial relevance is one of the key factors that determine the total market size for quantum computers.” Q-Day Approaching Faster Than Expected For years now, organizations have been told they need to prepare for “Q-Day” — the day a quantum computer will be able to crack all the encryption they use to keep their data secure. This IBM announcement suggests the window for action to protect data may be closing faster than many anticipated. “This absolutely adds urgency and credibility to the security expert guidance on post-quantum encryption being factored into their planning now,” said Dave Krauthamer, field CTO of QuSecure, maker of quantum-safe security solutions, in San Mateo, Calif. “IBM’s move to create a large-scale fault-tolerant quantum computer by 2029 is indicative of the timeline collapsing,” he told TechNewsWorld. “A fault-tolerant quantum computer of this magnitude could be well on the path to crack asymmetric ciphers sooner than anyone thinks.” “Security leaders need to take everything connected to post-quantum encryption as a serious measure and work it into their security plans now — not later,” he said. Roger Grimes, a defense evangelist with KnowBe4, a security awareness training provider in Clearwater, Fla., pointed out that IBM is just the latest in a surge of quantum companies announcing quickly forthcoming computational breakthroughs within a few years. “It leads to the question of whether the U.S. government’s original PQCpreparation date of 2030 is still a safe date,” he told TechNewsWorld. “It’s starting to feel a lot more risky for any company to wait until 2030 to be prepared against quantum attacks. It also flies in the face of the latest cybersecurity EOthat relaxed PQC preparation rules as compared to Biden’s last EO PQC standard order, which told U.S. agencies to transition to PQC ASAP.” “Most US companies are doing zero to prepare for Q-Day attacks,” he declared. “The latest executive order seems to tell U.S. agencies — and indirectly, all U.S. businesses — that they have more time to prepare. It’s going to cause even more agencies and businesses to be less prepared during a time when it seems multiple quantum computing companies are making significant progress.” “It definitely feels that something is going to give soon,” he said, “and if I were a betting man, and I am, I would bet that most U.S. companies are going to be unprepared for Q-Day on the day Q-Day becomes a reality.” John P. Mello Jr. has been an ECT News Network reporter since 2003. His areas of focus include cybersecurity, IT issues, privacy, e-commerce, social media, artificial intelligence, big data and consumer electronics. He has written and edited for numerous publications, including the Boston Business Journal, the Boston Phoenix, Megapixel.Net and Government Security News. Email John. Leave a Comment Click here to cancel reply. Please sign in to post or reply to a comment. New users create a free account. Related Stories More by John P. Mello Jr. view all More in Emerging Tech #ibm #plans #largescale #faulttolerant #quantum
    WWW.TECHNEWSWORLD.COM
    IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029
    IBM Plans Large-Scale Fault-Tolerant Quantum Computer by 2029 By John P. Mello Jr. June 11, 2025 5:00 AM PT IBM unveiled its plan to build IBM Quantum Starling, shown in this rendering. Starling is expected to be the first large-scale, fault-tolerant quantum system. (Image Credit: IBM) ADVERTISEMENT Enterprise IT Lead Generation Services Fuel Your Pipeline. Close More Deals. Our full-service marketing programs deliver sales-ready leads. 100% Satisfaction Guarantee! Learn more. IBM revealed Tuesday its roadmap for bringing a large-scale, fault-tolerant quantum computer, IBM Quantum Starling, online by 2029, which is significantly earlier than many technologists thought possible. The company predicts that when its new Starling computer is up and running, it will be capable of performing 20,000 times more operations than today’s quantum computers — a computational state so vast it would require the memory of more than a quindecillion (10⁴⁸) of the world’s most powerful supercomputers to represent. “IBM is charting the next frontier in quantum computing,” Big Blue CEO Arvind Krishna said in a statement. “Our expertise across mathematics, physics, and engineering is paving the way for a large-scale, fault-tolerant quantum computer — one that will solve real-world challenges and unlock immense possibilities for business.” IBM’s plan to deliver a fault-tolerant quantum system by 2029 is ambitious but not implausible, especially given the rapid pace of its quantum roadmap and past milestones, observed Ensar Seker, CISO at SOCRadar, a threat intelligence company in Newark, Del. “They’ve consistently met or exceeded their qubit scaling goals, and their emphasis on modularity and error correction indicates they’re tackling the right challenges,” he told TechNewsWorld. “However, moving from thousands to millions of physical qubits with sufficient fidelity remains a steep climb.” A qubit is the fundamental unit of information in quantum computing, capable of representing a zero, a one, or both simultaneously due to quantum superposition. In practice, fault-tolerant quantum computers use clusters of physical qubits working together to form a logical qubit — a more stable unit designed to store quantum information and correct errors in real time. Realistic Roadmap Luke Yang, an equity analyst with Morningstar Research Services in Chicago, believes IBM’s roadmap is realistic. “The exact scale and error correction performance might still change between now and 2029, but overall, the goal is reasonable,” he told TechNewsWorld. “Given its reliability and professionalism, IBM’s bold claim should be taken seriously,” said Enrique Solano, co-CEO and co-founder of Kipu Quantum, a quantum algorithm company with offices in Berlin and Karlsruhe, Germany. “Of course, it may also fail, especially when considering the unpredictability of hardware complexities involved,” he told TechNewsWorld, “but companies like IBM exist for such challenges, and we should all be positively impressed by its current achievements and promised technological roadmap.” Tim Hollebeek, vice president of industry standards at DigiCert, a global digital security company, added: “IBM is a leader in this area, and not normally a company that hypes their news. This is a fast-moving industry, and success is certainly possible.” “IBM is attempting to do something that no one has ever done before and will almost certainly run into challenges,” he told TechNewsWorld, “but at this point, it is largely an engineering scaling exercise, not a research project.” “IBM has demonstrated consistent progress, has committed $30 billion over five years to quantum computing, and the timeline is within the realm of technical feasibility,” noted John Young, COO of Quantum eMotion, a developer of quantum random number generator technology, in Saint-Laurent, Quebec, Canada. “That said,” he told TechNewsWorld, “fault-tolerant in a practical, industrial sense is a very high bar.” Solving the Quantum Error Correction Puzzle To make a quantum computer fault-tolerant, errors need to be corrected so large workloads can be run without faults. In a quantum computer, errors are reduced by clustering physical qubits to form logical qubits, which have lower error rates than the underlying physical qubits. “Error correction is a challenge,” Young said. “Logical qubits require thousands of physical qubits to function reliably. That’s a massive scaling issue.” IBM explained in its announcement that creating increasing numbers of logical qubits capable of executing quantum circuits with as few physical qubits as possible is critical to quantum computing at scale. Until today, a clear path to building such a fault-tolerant system without unrealistic engineering overhead has not been published. Alternative and previous gold-standard, error-correcting codes present fundamental engineering challenges, IBM continued. To scale, they would require an unfeasible number of physical qubits to create enough logical qubits to perform complex operations — necessitating impractical amounts of infrastructure and control electronics. This renders them unlikely to be implemented beyond small-scale experiments and devices. In two research papers released with its roadmap, IBM detailed how it will overcome the challenges of building the large-scale, fault-tolerant architecture needed for a quantum computer. One paper outlines the use of quantum low-density parity check (qLDPC) codes to reduce physical qubit overhead. The other describes methods for decoding errors in real time using conventional computing. According to IBM, a practical fault-tolerant quantum architecture must: Suppress enough errors for useful algorithms to succeed Prepare and measure logical qubits during computation Apply universal instructions to logical qubits Decode measurements from logical qubits in real time and guide subsequent operations Scale modularly across hundreds or thousands of logical qubits Be efficient enough to run meaningful algorithms using realistic energy and infrastructure resources Aside from the technological challenges that quantum computer makers are facing, there may also be some market challenges. “Locating suitable use cases for quantum computers could be the biggest challenge,” Morningstar’s Yang maintained. “Only certain computing workloads, such as random circuit sampling [RCS], can fully unleash the computing power of quantum computers and show their advantage over the traditional supercomputers we have now,” he said. “However, workloads like RCS are not very commercially useful, and we believe commercial relevance is one of the key factors that determine the total market size for quantum computers.” Q-Day Approaching Faster Than Expected For years now, organizations have been told they need to prepare for “Q-Day” — the day a quantum computer will be able to crack all the encryption they use to keep their data secure. This IBM announcement suggests the window for action to protect data may be closing faster than many anticipated. “This absolutely adds urgency and credibility to the security expert guidance on post-quantum encryption being factored into their planning now,” said Dave Krauthamer, field CTO of QuSecure, maker of quantum-safe security solutions, in San Mateo, Calif. “IBM’s move to create a large-scale fault-tolerant quantum computer by 2029 is indicative of the timeline collapsing,” he told TechNewsWorld. “A fault-tolerant quantum computer of this magnitude could be well on the path to crack asymmetric ciphers sooner than anyone thinks.” “Security leaders need to take everything connected to post-quantum encryption as a serious measure and work it into their security plans now — not later,” he said. Roger Grimes, a defense evangelist with KnowBe4, a security awareness training provider in Clearwater, Fla., pointed out that IBM is just the latest in a surge of quantum companies announcing quickly forthcoming computational breakthroughs within a few years. “It leads to the question of whether the U.S. government’s original PQC [post-quantum cryptography] preparation date of 2030 is still a safe date,” he told TechNewsWorld. “It’s starting to feel a lot more risky for any company to wait until 2030 to be prepared against quantum attacks. It also flies in the face of the latest cybersecurity EO [Executive Order] that relaxed PQC preparation rules as compared to Biden’s last EO PQC standard order, which told U.S. agencies to transition to PQC ASAP.” “Most US companies are doing zero to prepare for Q-Day attacks,” he declared. “The latest executive order seems to tell U.S. agencies — and indirectly, all U.S. businesses — that they have more time to prepare. It’s going to cause even more agencies and businesses to be less prepared during a time when it seems multiple quantum computing companies are making significant progress.” “It definitely feels that something is going to give soon,” he said, “and if I were a betting man, and I am, I would bet that most U.S. companies are going to be unprepared for Q-Day on the day Q-Day becomes a reality.” John P. Mello Jr. has been an ECT News Network reporter since 2003. His areas of focus include cybersecurity, IT issues, privacy, e-commerce, social media, artificial intelligence, big data and consumer electronics. He has written and edited for numerous publications, including the Boston Business Journal, the Boston Phoenix, Megapixel.Net and Government Security News. Email John. Leave a Comment Click here to cancel reply. Please sign in to post or reply to a comment. New users create a free account. Related Stories More by John P. Mello Jr. view all More in Emerging Tech
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  • A short history of the roadblock

    Barricades, as we know them today, are thought to date back to the European wars of religion. According to most historians, the first barricade went up in Paris in 1588; the word derives from the French barriques, or barrels, spontaneously put together. They have been assembled from the most diverse materials, from cobblestones, tyres, newspapers, dead horses and bags of ice, to omnibuses and e‑scooters. Their tactical logic is close to that of guerrilla warfare: the authorities have to take the barricades in order to claim victory; all that those manning them have to do to prevail is to hold them. 
    The 19th century was the golden age for blocking narrow, labyrinthine streets. Paris had seen barricades go up nine times in the period before the Second Empire; during the July 1830 Revolution alone, 4,000 barricades had been erected. These barricades would not only stop, but also trap troops; people would then throw stones from windows or pour boiling water onto the streets. Georges‑Eugène Haussmann, Napoleon III’s prefect of Paris, famously created wide boulevards to make blocking by barricade more difficult and moving the military easier, and replaced cobblestones with macadam – a surface of crushed stone. As Flaubert observed in his Dictionary of Accepted Ideas: ‘Macadam: has cancelled revolutions. No more means to make barricades. Nevertheless rather inconvenient.’  
    Lead image: Barricades, as we know them today, are thought to have originated in early modern France. A colour engraving attributed to Achille‑Louis Martinet depicts the defence of a barricade during the 1830 July Revolution. Credit: Paris Musées / Musée Carnavalet – Histoire de Paris. Above: the socialist political thinker and activist Louis Auguste Blanqui – who was imprisoned by every regime that ruled France between 1815 and 1880 – drew instructions for how to build an effective barricade

    Under Napoleon III, Baron Haussmann widened Paris’s streets in his 1853–70 renovation of the city, making barricading more difficult
    Credit: Old Books Images / Alamy
    ‘On one hand,wanted to favour the circulation of ideas,’ reactionary intellectual Louis Veuillot observed apropos the ambiguous liberalism of the latter period of Napoleon III’s Second Empire. ‘On the other, to ensure the circulation of regiments.’ But ‘anti‑insurgency hardware’, as Justinien Tribillon has called it, also served to chase the working class out of the city centre: Haussmann’s projects amounted to a gigantic form of real-estate speculation, and the 1871 Paris Commune that followed constituted not just a short‑lived anarchist experiment featuring enormous barricades; it also signalled the return of the workers to the centre and, arguably, revenge for their dispossession.   
    By the mid‑19th century, observers questioned whether barricades still had practical meaning. Gottfried Semper’s barricade, constructed for the 1849 Dresden uprising, had proved unconquerable, but Friedrich Engels, one‑time ‘inspector of barricades’ in the Elberfeld insurrection of the same year, already suggested that the barricades’ primary meaning was now moral rather than military – a point to be echoed by Leon Trotsky in the subsequent century. Barricades symbolised bravery and the will to hold out among insurrectionists, and, not least, determination rather to destroy one’s possessions – and one’s neighbourhood – than put up with further oppression.  
    Not only self‑declared revolutionaries viewed things this way: the reformist Social Democrat leader Eduard Bernstein observed that ‘the barricade fight as a political weapon of the people has been completely eliminated due to changes in weapon technology and cities’ structures’. Bernstein was also picking up on the fact that, in the era of industrialisation, contention happened at least as much on the factory floor as on the streets. The strike, not the food riot or the defence of workers’ quartiers, became the paradigmatic form of conflict. Joshua Clover has pointed out in his 2016 book Riot. Strike. Riot: The New Era of Uprisings, that the price of labour, rather than the price of goods, caused people to confront the powerful. Blocking production grew more important than blocking the street.
    ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn’
    Today, it is again blocking – not just people streaming along the streets in large marches – that is prominently associated with protests. Disrupting circulation is not only an important gesture in the face of climate emergency; blocking transport is a powerful form of protest in an economic system focused on logistics and just‑in‑time distribution. Members of Insulate Britain and Germany’s Last Generation super‑glue themselves to streets to stop car traffic to draw attention to the climate emergency; they have also attached themselves to airport runways. They form a human barricade of sorts, immobilising traffic by making themselves immovable.  
    Today’s protesters have made themselves consciously vulnerable. They in fact follow the advice of US civil rights’ Bayard Rustin who explained: ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn.’ Making oneself vulnerable might increase the chances of a majority of citizens seeing the importance of the cause which those engaged in civil disobedience are pursuing. Demonstrations – even large, unpredictable ones – are no longer sufficient. They draw too little attention and do not compel a reaction. Naomi Klein proposed the term ‘blockadia’ as ‘a roving transnational conflict zone’ in which people block extraction – be it open‑pit mines, fracking sites or tar sands pipelines – with their bodies. More often than not, these blockades are organised by local people opposing the fossil fuel industry, not environmental activists per se. Blockadia came to denote resistance to the Keystone XL pipeline as well as Canada’s First Nations‑led movement Idle No More.
    In cities, blocking can be accomplished with highly mobile structures. Like the barricade of the 19th century, they can be quickly assembled, yet are difficult to move; unlike old‑style barricades, they can also be quickly disassembled, removed and hidden. Think of super tripods, intricate ‘protest beacons’ based on tensegrity principles, as well as inflatable cobblestones, pioneered by the artist‑activists of Tools for Action.  
    As recently as 1991, newly independent Latvia defended itself against Soviet tanks with the popular construction of barricades, in a series of confrontations that became known as the Barikādes
    Credit: Associated Press / Alamy
    Inversely, roadblocks can be used by police authorities to stop demonstrations and gatherings from taking place – protesters are seen removing such infrastructure in Dhaka during a general strike in 1999
    Credit: REUTERS / Rafiqur Rahman / Bridgeman
    These inflatable objects are highly flexible, but can also be protective against police batons. They pose an awkward challenge to the authorities, who often end up looking ridiculous when dealing with them, and, as one of the inventors pointed out, they are guaranteed to create a media spectacle. This was also true of the 19th‑century barricade: people posed for pictures in front of them. As Wolfgang Scheppe, a curator of Architecture of the Barricade, explains, these images helped the police to find Communards and mete out punishments after the end of the anarchist experiment.
    Much simpler structures can also be highly effective. In 2019, protesters in Hong Kong filled streets with little archways made from just three ordinary bricks: two standing upright, one resting on top. When touched, the falling top one would buttress the other two, and effectively block traffic. In line with their imperative of ‘be water’, protesters would retreat when the police appeared, but the ‘mini‑Stonehenges’ would remain and slow down the authorities.
    Today, elaborate architectures of protest, such as Extinction Rebellion’s ‘tensegrity towers’, are used to blockade roads and distribution networks – in this instance, Rupert Murdoch’s News UK printworks in Broxbourne, for the media group’s failure to report the climate emergency accurately
    Credit: Extinction Rebellion
    In June 2025, protests erupted in Los Angeles against the Trump administration’s deportation policies. Demonstrators barricaded downtown streets using various objects, including the pink public furniture designed by design firm Rios for Gloria Molina Grand Park. LAPD are seen advancing through tear gas
    Credit: Gina Ferazzi / Los Angeles Times via Getty Images
    Roads which radicals might want to target are not just ones in major metropoles and fancy post‑industrial downtowns. Rather, they might block the arteries leading to ‘fulfilment centres’ and harbours with container shipping. The model is not only Occupy Wall Street, which had initially called for the erection of ‘peaceful barricades’, but also the Occupy that led to the Oakland port shutdown in 2011. In short, such roadblocks disrupt what Phil Neel has called a ‘hinterland’ that is often invisible, yet crucial for contemporary capitalism. More recently, Extinction Rebellion targeted Amazon distribution centres in three European countries in November 2021; in the UK, they aimed to disrupt half of all deliveries on a Black Friday.  
    Will such blockades just anger consumers who, after all, are not present but are impatiently waiting for packages at home? One of the hopes associated with the traditional barricade was always that they might create spaces where protesters, police and previously indifferent citizens get talking; French theorists even expected them to become ‘a machine to produce the people’. That could be why military technology has evolved so that the authorities do not have to get close to the barricade: tear gas was first deployed against those on barricades before it was used in the First World War; so‑called riot control vehicles can ever more easily crush barricades. The challenge, then, for anyone who wishes to block is also how to get in other people’s faces – in order to have a chance to convince them of their cause.       

    2025-06-11
    Kristina Rapacki

    Share
    #short #history #roadblock
    A short history of the roadblock
    Barricades, as we know them today, are thought to date back to the European wars of religion. According to most historians, the first barricade went up in Paris in 1588; the word derives from the French barriques, or barrels, spontaneously put together. They have been assembled from the most diverse materials, from cobblestones, tyres, newspapers, dead horses and bags of ice, to omnibuses and e‑scooters. Their tactical logic is close to that of guerrilla warfare: the authorities have to take the barricades in order to claim victory; all that those manning them have to do to prevail is to hold them.  The 19th century was the golden age for blocking narrow, labyrinthine streets. Paris had seen barricades go up nine times in the period before the Second Empire; during the July 1830 Revolution alone, 4,000 barricades had been erected. These barricades would not only stop, but also trap troops; people would then throw stones from windows or pour boiling water onto the streets. Georges‑Eugène Haussmann, Napoleon III’s prefect of Paris, famously created wide boulevards to make blocking by barricade more difficult and moving the military easier, and replaced cobblestones with macadam – a surface of crushed stone. As Flaubert observed in his Dictionary of Accepted Ideas: ‘Macadam: has cancelled revolutions. No more means to make barricades. Nevertheless rather inconvenient.’   Lead image: Barricades, as we know them today, are thought to have originated in early modern France. A colour engraving attributed to Achille‑Louis Martinet depicts the defence of a barricade during the 1830 July Revolution. Credit: Paris Musées / Musée Carnavalet – Histoire de Paris. Above: the socialist political thinker and activist Louis Auguste Blanqui – who was imprisoned by every regime that ruled France between 1815 and 1880 – drew instructions for how to build an effective barricade Under Napoleon III, Baron Haussmann widened Paris’s streets in his 1853–70 renovation of the city, making barricading more difficult Credit: Old Books Images / Alamy ‘On one hand,wanted to favour the circulation of ideas,’ reactionary intellectual Louis Veuillot observed apropos the ambiguous liberalism of the latter period of Napoleon III’s Second Empire. ‘On the other, to ensure the circulation of regiments.’ But ‘anti‑insurgency hardware’, as Justinien Tribillon has called it, also served to chase the working class out of the city centre: Haussmann’s projects amounted to a gigantic form of real-estate speculation, and the 1871 Paris Commune that followed constituted not just a short‑lived anarchist experiment featuring enormous barricades; it also signalled the return of the workers to the centre and, arguably, revenge for their dispossession.    By the mid‑19th century, observers questioned whether barricades still had practical meaning. Gottfried Semper’s barricade, constructed for the 1849 Dresden uprising, had proved unconquerable, but Friedrich Engels, one‑time ‘inspector of barricades’ in the Elberfeld insurrection of the same year, already suggested that the barricades’ primary meaning was now moral rather than military – a point to be echoed by Leon Trotsky in the subsequent century. Barricades symbolised bravery and the will to hold out among insurrectionists, and, not least, determination rather to destroy one’s possessions – and one’s neighbourhood – than put up with further oppression.   Not only self‑declared revolutionaries viewed things this way: the reformist Social Democrat leader Eduard Bernstein observed that ‘the barricade fight as a political weapon of the people has been completely eliminated due to changes in weapon technology and cities’ structures’. Bernstein was also picking up on the fact that, in the era of industrialisation, contention happened at least as much on the factory floor as on the streets. The strike, not the food riot or the defence of workers’ quartiers, became the paradigmatic form of conflict. Joshua Clover has pointed out in his 2016 book Riot. Strike. Riot: The New Era of Uprisings, that the price of labour, rather than the price of goods, caused people to confront the powerful. Blocking production grew more important than blocking the street. ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn’ Today, it is again blocking – not just people streaming along the streets in large marches – that is prominently associated with protests. Disrupting circulation is not only an important gesture in the face of climate emergency; blocking transport is a powerful form of protest in an economic system focused on logistics and just‑in‑time distribution. Members of Insulate Britain and Germany’s Last Generation super‑glue themselves to streets to stop car traffic to draw attention to the climate emergency; they have also attached themselves to airport runways. They form a human barricade of sorts, immobilising traffic by making themselves immovable.   Today’s protesters have made themselves consciously vulnerable. They in fact follow the advice of US civil rights’ Bayard Rustin who explained: ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn.’ Making oneself vulnerable might increase the chances of a majority of citizens seeing the importance of the cause which those engaged in civil disobedience are pursuing. Demonstrations – even large, unpredictable ones – are no longer sufficient. They draw too little attention and do not compel a reaction. Naomi Klein proposed the term ‘blockadia’ as ‘a roving transnational conflict zone’ in which people block extraction – be it open‑pit mines, fracking sites or tar sands pipelines – with their bodies. More often than not, these blockades are organised by local people opposing the fossil fuel industry, not environmental activists per se. Blockadia came to denote resistance to the Keystone XL pipeline as well as Canada’s First Nations‑led movement Idle No More. In cities, blocking can be accomplished with highly mobile structures. Like the barricade of the 19th century, they can be quickly assembled, yet are difficult to move; unlike old‑style barricades, they can also be quickly disassembled, removed and hidden. Think of super tripods, intricate ‘protest beacons’ based on tensegrity principles, as well as inflatable cobblestones, pioneered by the artist‑activists of Tools for Action.   As recently as 1991, newly independent Latvia defended itself against Soviet tanks with the popular construction of barricades, in a series of confrontations that became known as the Barikādes Credit: Associated Press / Alamy Inversely, roadblocks can be used by police authorities to stop demonstrations and gatherings from taking place – protesters are seen removing such infrastructure in Dhaka during a general strike in 1999 Credit: REUTERS / Rafiqur Rahman / Bridgeman These inflatable objects are highly flexible, but can also be protective against police batons. They pose an awkward challenge to the authorities, who often end up looking ridiculous when dealing with them, and, as one of the inventors pointed out, they are guaranteed to create a media spectacle. This was also true of the 19th‑century barricade: people posed for pictures in front of them. As Wolfgang Scheppe, a curator of Architecture of the Barricade, explains, these images helped the police to find Communards and mete out punishments after the end of the anarchist experiment. Much simpler structures can also be highly effective. In 2019, protesters in Hong Kong filled streets with little archways made from just three ordinary bricks: two standing upright, one resting on top. When touched, the falling top one would buttress the other two, and effectively block traffic. In line with their imperative of ‘be water’, protesters would retreat when the police appeared, but the ‘mini‑Stonehenges’ would remain and slow down the authorities. Today, elaborate architectures of protest, such as Extinction Rebellion’s ‘tensegrity towers’, are used to blockade roads and distribution networks – in this instance, Rupert Murdoch’s News UK printworks in Broxbourne, for the media group’s failure to report the climate emergency accurately Credit: Extinction Rebellion In June 2025, protests erupted in Los Angeles against the Trump administration’s deportation policies. Demonstrators barricaded downtown streets using various objects, including the pink public furniture designed by design firm Rios for Gloria Molina Grand Park. LAPD are seen advancing through tear gas Credit: Gina Ferazzi / Los Angeles Times via Getty Images Roads which radicals might want to target are not just ones in major metropoles and fancy post‑industrial downtowns. Rather, they might block the arteries leading to ‘fulfilment centres’ and harbours with container shipping. The model is not only Occupy Wall Street, which had initially called for the erection of ‘peaceful barricades’, but also the Occupy that led to the Oakland port shutdown in 2011. In short, such roadblocks disrupt what Phil Neel has called a ‘hinterland’ that is often invisible, yet crucial for contemporary capitalism. More recently, Extinction Rebellion targeted Amazon distribution centres in three European countries in November 2021; in the UK, they aimed to disrupt half of all deliveries on a Black Friday.   Will such blockades just anger consumers who, after all, are not present but are impatiently waiting for packages at home? One of the hopes associated with the traditional barricade was always that they might create spaces where protesters, police and previously indifferent citizens get talking; French theorists even expected them to become ‘a machine to produce the people’. That could be why military technology has evolved so that the authorities do not have to get close to the barricade: tear gas was first deployed against those on barricades before it was used in the First World War; so‑called riot control vehicles can ever more easily crush barricades. The challenge, then, for anyone who wishes to block is also how to get in other people’s faces – in order to have a chance to convince them of their cause.        2025-06-11 Kristina Rapacki Share #short #history #roadblock
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    A short history of the roadblock
    Barricades, as we know them today, are thought to date back to the European wars of religion. According to most historians, the first barricade went up in Paris in 1588; the word derives from the French barriques, or barrels, spontaneously put together. They have been assembled from the most diverse materials, from cobblestones, tyres, newspapers, dead horses and bags of ice (during Kyiv’s Euromaidan in 2013–14), to omnibuses and e‑scooters. Their tactical logic is close to that of guerrilla warfare: the authorities have to take the barricades in order to claim victory; all that those manning them have to do to prevail is to hold them.  The 19th century was the golden age for blocking narrow, labyrinthine streets. Paris had seen barricades go up nine times in the period before the Second Empire; during the July 1830 Revolution alone, 4,000 barricades had been erected (roughly one for every 200 Parisians). These barricades would not only stop, but also trap troops; people would then throw stones from windows or pour boiling water onto the streets. Georges‑Eugène Haussmann, Napoleon III’s prefect of Paris, famously created wide boulevards to make blocking by barricade more difficult and moving the military easier, and replaced cobblestones with macadam – a surface of crushed stone. As Flaubert observed in his Dictionary of Accepted Ideas: ‘Macadam: has cancelled revolutions. No more means to make barricades. Nevertheless rather inconvenient.’   Lead image: Barricades, as we know them today, are thought to have originated in early modern France. A colour engraving attributed to Achille‑Louis Martinet depicts the defence of a barricade during the 1830 July Revolution. Credit: Paris Musées / Musée Carnavalet – Histoire de Paris. Above: the socialist political thinker and activist Louis Auguste Blanqui – who was imprisoned by every regime that ruled France between 1815 and 1880 – drew instructions for how to build an effective barricade Under Napoleon III, Baron Haussmann widened Paris’s streets in his 1853–70 renovation of the city, making barricading more difficult Credit: Old Books Images / Alamy ‘On one hand, [the authorities] wanted to favour the circulation of ideas,’ reactionary intellectual Louis Veuillot observed apropos the ambiguous liberalism of the latter period of Napoleon III’s Second Empire. ‘On the other, to ensure the circulation of regiments.’ But ‘anti‑insurgency hardware’, as Justinien Tribillon has called it, also served to chase the working class out of the city centre: Haussmann’s projects amounted to a gigantic form of real-estate speculation, and the 1871 Paris Commune that followed constituted not just a short‑lived anarchist experiment featuring enormous barricades; it also signalled the return of the workers to the centre and, arguably, revenge for their dispossession.    By the mid‑19th century, observers questioned whether barricades still had practical meaning. Gottfried Semper’s barricade, constructed for the 1849 Dresden uprising, had proved unconquerable, but Friedrich Engels, one‑time ‘inspector of barricades’ in the Elberfeld insurrection of the same year, already suggested that the barricades’ primary meaning was now moral rather than military – a point to be echoed by Leon Trotsky in the subsequent century. Barricades symbolised bravery and the will to hold out among insurrectionists, and, not least, determination rather to destroy one’s possessions – and one’s neighbourhood – than put up with further oppression.   Not only self‑declared revolutionaries viewed things this way: the reformist Social Democrat leader Eduard Bernstein observed that ‘the barricade fight as a political weapon of the people has been completely eliminated due to changes in weapon technology and cities’ structures’. Bernstein was also picking up on the fact that, in the era of industrialisation, contention happened at least as much on the factory floor as on the streets. The strike, not the food riot or the defence of workers’ quartiers, became the paradigmatic form of conflict. Joshua Clover has pointed out in his 2016 book Riot. Strike. Riot: The New Era of Uprisings, that the price of labour, rather than the price of goods, caused people to confront the powerful. Blocking production grew more important than blocking the street. ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn’ Today, it is again blocking – not just people streaming along the streets in large marches – that is prominently associated with protests. Disrupting circulation is not only an important gesture in the face of climate emergency; blocking transport is a powerful form of protest in an economic system focused on logistics and just‑in‑time distribution. Members of Insulate Britain and Germany’s Last Generation super‑glue themselves to streets to stop car traffic to draw attention to the climate emergency; they have also attached themselves to airport runways. They form a human barricade of sorts, immobilising traffic by making themselves immovable.   Today’s protesters have made themselves consciously vulnerable. They in fact follow the advice of US civil rights’ Bayard Rustin who explained: ‘The only weapons we have are our bodies, and we need to tuck them in places so wheels don’t turn.’ Making oneself vulnerable might increase the chances of a majority of citizens seeing the importance of the cause which those engaged in civil disobedience are pursuing. Demonstrations – even large, unpredictable ones – are no longer sufficient. They draw too little attention and do not compel a reaction. Naomi Klein proposed the term ‘blockadia’ as ‘a roving transnational conflict zone’ in which people block extraction – be it open‑pit mines, fracking sites or tar sands pipelines – with their bodies. More often than not, these blockades are organised by local people opposing the fossil fuel industry, not environmental activists per se. Blockadia came to denote resistance to the Keystone XL pipeline as well as Canada’s First Nations‑led movement Idle No More. In cities, blocking can be accomplished with highly mobile structures. Like the barricade of the 19th century, they can be quickly assembled, yet are difficult to move; unlike old‑style barricades, they can also be quickly disassembled, removed and hidden (by those who have the engineering and architectural know‑how). Think of super tripods, intricate ‘protest beacons’ based on tensegrity principles, as well as inflatable cobblestones, pioneered by the artist‑activists of Tools for Action (and as analysed in Nick Newman’s recent volume Protest Architecture).   As recently as 1991, newly independent Latvia defended itself against Soviet tanks with the popular construction of barricades, in a series of confrontations that became known as the Barikādes Credit: Associated Press / Alamy Inversely, roadblocks can be used by police authorities to stop demonstrations and gatherings from taking place – protesters are seen removing such infrastructure in Dhaka during a general strike in 1999 Credit: REUTERS / Rafiqur Rahman / Bridgeman These inflatable objects are highly flexible, but can also be protective against police batons. They pose an awkward challenge to the authorities, who often end up looking ridiculous when dealing with them, and, as one of the inventors pointed out, they are guaranteed to create a media spectacle. This was also true of the 19th‑century barricade: people posed for pictures in front of them. As Wolfgang Scheppe, a curator of Architecture of the Barricade (currently on display at the Arsenale Institute for Politics of Representation in Venice), explains, these images helped the police to find Communards and mete out punishments after the end of the anarchist experiment. Much simpler structures can also be highly effective. In 2019, protesters in Hong Kong filled streets with little archways made from just three ordinary bricks: two standing upright, one resting on top. When touched, the falling top one would buttress the other two, and effectively block traffic. In line with their imperative of ‘be water’, protesters would retreat when the police appeared, but the ‘mini‑Stonehenges’ would remain and slow down the authorities. Today, elaborate architectures of protest, such as Extinction Rebellion’s ‘tensegrity towers’, are used to blockade roads and distribution networks – in this instance, Rupert Murdoch’s News UK printworks in Broxbourne, for the media group’s failure to report the climate emergency accurately Credit: Extinction Rebellion In June 2025, protests erupted in Los Angeles against the Trump administration’s deportation policies. Demonstrators barricaded downtown streets using various objects, including the pink public furniture designed by design firm Rios for Gloria Molina Grand Park. LAPD are seen advancing through tear gas Credit: Gina Ferazzi / Los Angeles Times via Getty Images Roads which radicals might want to target are not just ones in major metropoles and fancy post‑industrial downtowns. Rather, they might block the arteries leading to ‘fulfilment centres’ and harbours with container shipping. The model is not only Occupy Wall Street, which had initially called for the erection of ‘peaceful barricades’, but also the Occupy that led to the Oakland port shutdown in 2011. In short, such roadblocks disrupt what Phil Neel has called a ‘hinterland’ that is often invisible, yet crucial for contemporary capitalism. More recently, Extinction Rebellion targeted Amazon distribution centres in three European countries in November 2021; in the UK, they aimed to disrupt half of all deliveries on a Black Friday.   Will such blockades just anger consumers who, after all, are not present but are impatiently waiting for packages at home? One of the hopes associated with the traditional barricade was always that they might create spaces where protesters, police and previously indifferent citizens get talking; French theorists even expected them to become ‘a machine to produce the people’. That could be why military technology has evolved so that the authorities do not have to get close to the barricade: tear gas was first deployed against those on barricades before it was used in the First World War; so‑called riot control vehicles can ever more easily crush barricades. The challenge, then, for anyone who wishes to block is also how to get in other people’s faces – in order to have a chance to convince them of their cause.        2025-06-11 Kristina Rapacki Share
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