kaGo

残念ながら「加護」ではありません。Macとかモバイルとかモータースポーツとかゲームとかゲームミュージックについてつぶやいています。こちらはオフ用なので、仕事についてはつぶやきません。FBで探してください。

[ゴー☆ジャス(宇宙海賊) @Gorgeous55555]

お待たせしました😫🙏

カーボベルデはココです👉🌍
※アフリカ大陸の左。

[城本クリニック 総院長 小川英朗（悪徳美容外科を許さない） @shiromotoogawa]

漢に二言はない

総院長、やります。

[ASHA @asha_shar]

This is an important email I sent today to all employees at XBOX:

Team,

We are beginning the most significant restructure in XBOX history. After careful consideration, I've made the difficult decision to reduce our team by approximately 3,200 throughout FY27. This will include approximately 1,600 role eliminations today, and in addition, four studios will leave XBOX to new management. I recognize that a year-long restructuring creates additional challenges. Unfortunately, it is not possible to make all the necessary changes in a single day, and I wanted to be direct about the scale.

I know this is painful. These changes will directly affect people who have poured their creativity into building XBOX. Many joined us through acquisitions, while others were recruited here, or sought us out because they loved this industry and loved XBOX. Today's decisions do not reflect their talent or dedication.

Our business today is not healthy. We are operating at margins that are 3–10x lower than comparable platform and publishing businesses. We entered Gen 9 with a smaller install base and a higher cost structure. To grow, we bet on Game Pass, multi-platform, and a broader portfolio of content. While those businesses have created meaningful value, they did not grow at the pace we expected. As that happened, our core business weakened, and we added more teams, more investment, and more time, hoping for a better outcome. And now the industry is facing the most severe hardware crisis in its history. We must reset XBOX.

First, we will reset our content portfolio.

Since 2018, we have aggressively expanded our studio portfolio while the number of games created each month across the industry now outpaces the last ten years combined. We now find ourselves competing not only with the largest publishers, but also with smaller independent studios. It is neither possible nor desirable to own every great independent studio. We have also learned that we are not the best home for every type of studio; in a typical year, we lost 64 cents for every dollar we invested. As we reset XBOX, we will help independent creators succeed by providing open development tools and audiences to realize their vision.

Compulsion Games and Double Fine Productions will return to management and transition to independent studios with their IP, catalog, and runway for their next games. Ninja Theory and Undead Labs have entered terms to join new ownership with funding to complete and grow Senua and State of Decay 3. In France, Arkane’s management is beginning required consultation with its Works Council to review potential strategic options.

We are also making reductions across other units, and in some cases, shifting investment to focus on higher priority projects. These changes vary in size across Activision, Bethesda/ZeniMax, Blizzard, King, Mojang, and XBOX Game Studios. None of our first party publicly announced games or projects are being cancelled as part of these reductions.

In addition, Mojang and King will now report directly to me. These two studios have increasingly become platforms and are our largest by monthly active players. They bring critical geographic, demographic, and differentiation to XBOX.

Second, we will reset our platform.

We know that great technology gets better when it gets simpler, not bigger. Today, in some parts of the company, work passes through as many as 14 layers of management. Our platform teams are 40% larger than they were at the start of this generation, even as our player base and playtime have declined. That complexity has slowed decisions, blurred accountability, and made it harder to deliver for players. As we reset XBOX, we will simplify.

We will reduce management layers to no more than 5, and where possible, 3. We will deliver success through a flatter organization that is built around makers (individual contributors focused on building), player-coaches (leaders who remain deeply involved in the work while developing their teams), and directly responsible individuals (DRIs) who own key decisions and outcomes. And we will streamline how we work across our tools, with a cleaner code base, shared services, and 50% reduced vendor spend.

Third, we are resetting how we operate.

As XBOX grew our headcount, we became more fragmented. Teams, studios, and functions often operate independently, and it became harder to work towards a shared goal, make the right tradeoffs, and get things done.

For the first time, we are establishing a Chief Operating Officer with end-to-end P&L responsibility across content, hardware, platform, and services. Helen Chiang has been promoted to this role and will report directly to me. Over nearly two decades at XBOX, Helen has helped build some of our most important businesses, from XBOX Live to leading Mojang and the Minecraft franchise. She will bring our businesses together under one operating model, making sure we make clear investment decisions, learn from our successes and failures, and hold ourselves accountable for results.

Thank you, Dave McCarthy, who is retiring after 17 years with XBOX. Dave has played a defining role in building the platform that millions of players rely on every day and has been a trusted partner through many of the biggest moments in XBOX's history. We wish him all the best.

These changes are about a bigger future for XBOX, not a smaller one. The next decade of gaming will be larger, more global, and more creative than anything we've seen before. This year, we'll invest as much in XBOX as we ever have, but we'll invest with greater focus, greater discipline, and greater clarity, all in service of making XBOX where the world plays and creates.

I want XBOX to be one of the few companies that entertains more than a billion people each day and gives everyone the opportunity to create and connect. I know we can achieve this goal. XBOX has many of the most beloved franchises in entertainment history, talented studios around the world, and we will return to growth in 2027.

History is full of companies that mistake longevity for inevitability. We will not be one of them.

Asha

[横山 明日希 @asunokibou]

ベンゼン環の缶「ベンゼン缶」を手に入れました。何を入れるべきでしょうか。

[あぱ🌷旅と労働 @apathy_shaper]

イタリアでスピード違反した場合、
ペナルティは以下の2つでした👇

🚗免許の減点：3点
イタリアの運転免許制度における減点。
日本の運転免許証には通常影響なし。

💶罰金
通知書に記載された期限内の支払い。

わたしの場合、
60日以内：204.55ユーロ
60日を過ぎた場合：378.55ユーロ

[とむねこ(おがわみつあき) @windypeople0]

マジで！
開発者も知らなかったよ！！

[金崎 泰輔 カナサキ タイスケ Taisuke Kanasaki @kanayan2929]

リベンジ
#ポテチイラスト
#ゴッドファーザー

[内藤泰弘/YasuhiroNightow @nightow]

「タクティカルバーガーキング」何と心地の良い響きか。

[みつや🐈 @mituya_rin]

兄がくれたポテチにヤニねこ描いたよ！！

[のほほん（のほほん蹴球見聞録） @nohohon_kenbun]

（念のために）斉藤ふみさん参照比較画像置いときますね
ある一定年齢層の九州民にはテレビレポーターで相当の知名度あった方です（今でもFM福岡で番組持っている）
https://t.co/pWdQWg6Eri

[小惑星探査機「はやぶさ２」 @haya2_jaxa]

はやぶさ２はトリフネフライバイを実施し、
探査機の状態が正常であることを7月5日18時35分に地上で確認しました。

[Huck Finn @HuckFinnBarbell]

Happy Birthday AMERICA

[長曽我部 維親 @yuki_chosokabe]

「ちょうそかべ」の表記ですが…
元親の書状自体には「宗」で表記されたモノしか見つかっていません。
しかし地検帳では奉行職などの重臣の名前すら地検担当者によって表記に振れが見られます。
当家表記だけが一切表記に振れが無かったと考えるにはその蓋然性がないのです

[長曽我部 維親 @yuki_chosokabe]

こちらも先般上げたばかりで…
繰り返しになりますが
「長曾我部」「長曽我部」「長宗我部」どれも間違いではありません！✨
そもそも関係ない第三者に当家表記のどれが「正式」などを決める権限は一切ないです🧐

[いくら @mamakiteru]

メンテナンスします🏥🩺

[柿田 昭一郎 @S_Kakita]

……

[伯井乃博士@低浮上 @hakuino_hakase]

引っ越しの荷造りしてたら父がゴエモン新装版出す時に描いて没にしたであろうイラストが結構出てきた（他にもある）
没にするには惜しすぎるでしょ……

[ゆうや @alexischile1029]

この質問者、僕です😭笑
僕が高校生〜大学生だった2012年〜2018年頃までカーボベルデ代表を追っかけてました。
この頃のユニフォームデザインが心に刺さり、尚且つ当時はまだネットでも情報が全然無く、謎に包まれたチームを深堀りして行く中でハマりまして、知恵袋にこの質問を投稿しました。

[賀集利樹 @kashu_toshiki]

綺麗なのよクリアカラーオルタリング
木が育ちそうだ。