XMXRRX

[XMXRRX @ximixurrix]

@sadtriiss Hasta 70 muy piola no se estresen tanto por unos dibujitos

[XMXRRX @ximixurrix]

@John_InfraRed Y para que juegas juegos nuevos. Literal hay cientos sino miles de alternativas

[XMXRRX @ximixurrix]

@zcahverse Y tu que ofreces

[XMXRRX @ximixurrix]

@dmillanlopez Esto es una serie de TV, gringa, que impone un punto de vista, gringo.
El autismo no se ve como eso. Alguien como Sheldon en la vida real simplemente es alguien con poco roce, alguien que socializa poco, un torpe

[Dark Noob @oficial_dkn]

🔥 Scorpion 100% Combo Damage

🎮 Mortal Kombat II (Revision 2.0)
🕹️ Arcade
⚡ Tool-Assisted Speedrun (TAS)

#mortalkombat #mk2 #arcade #tas #toolassistedspeedrun

[IsaacVtuber @IsaacVtuber11]

JAJAJAJAJAJAJAJAJAJAJAJA AMIGO NO SE QUE ONDA PERO ESTE ALGORITMO ME TIENE ESTALLADO DE LA RISA JAJAJAJAJAJAJAJAJAJAJA
TODOS LOS COMENTARIOS SON "VIEGO... ALGO" Y UNO ES MEJOR QUE EL ANTERIOR JAJAJAJAJAJAJAJAJAJAJAJA

[XMXRRX @ximixurrix]

No me gusta el futbol

[Como Tanka o Bostil??? @OFCBostil]

Você nunca vai ver um médico cirurgião, um engenheiro milionário ou um advogado renomado quebrando a televisão por causa de futebol… é sempre um infeliz viciado em álcool e que tem vários filhos pra criar.

[TETSU100% @TETSUnoTAMACY]

まさか35年後に新作が出るとは思わなんだ。Dead Cellsフォロワーの高難度アクションだけど、月風魔伝と日本がだいぶ好きな人が作っているようで、至高の画作りとリスペクト要素てんこ盛りの超良作だった。HRアレンジのBGMでいきなり龍骨鬼と戦えるとか最高よな。
#GetsuFumaDen: Undying Moon

[Shaban Shaame @shaban_shaame]

Are game developers doomed?
Claude Fable 5 just did 6 years of my work in an afternoon.

I don't think game developers are doomed. But our industry is about to change faster than almost anyone expects and I just watched it happen with my own game.

Let me give you a concrete example.
I started building Moonga when I was 17. After high school, I took a gap year before university and spent the whole year building the first version an online trading card game, back when web games were still in their infancy. It wasn't perfect. It was the work of a young developer. But it worked, people played it, and it proved the concept.

In 2008 I rebuilt it from scratch, created a company, hired a team, modernized rules, redesigned experience, and we spent about a year and a half of work for an iPhone version. We launched on the App Store in 2010. Over the years we invested close to a million dollars. The game became especially successful in Japan and developed a loyal community.
Ironically, our biggest challenge was never creating content it was maintaining the technology.

Back then, iOS and Android meant separate codebases. A web version meant a third. Every feature, every bug fix, every improvement had to be duplicated across platforms. The maintenance cost was enormous.
Fast-forward to today.

I gave Claude Fable 5 the complete source code of Moonga roughly 500 cards, each with its own abilities and gameplay logic. It's years of accumulated game rules, edge cases, and design decisions.
Five or six hours later, I had a fully playable version running on a modern multiplatform stack. One codebase. Web. Mobile. Modern architecture.
A few more prompts and I was polishing interface and gameplay. It's not production-ready I could spend another week on animations, UX, and visual polish. But that's not the point.

The point is this: years of accumulated development knowledge were enough for Fable 5 to recreate the entire game on a modern stack in a single afternoon.

That doesn't erase the original work. Someone still had to invent the mechanics, balance 500 cards, design the systems, create the assets, ship the first implementation. But once that knowledge existed, rebuilding it became almost free.

That's the real shift.
The cost of implementing software is collapsing. The value is moving toward ideas, game design, content, world-building, community, and taste.
We're entering an era where a small team or even a single developer can build what used to take dozens of engineers.

For game developers, that's both terrifying and exciting.
The question is no longer "Can I build this?"
It's "What should I build, now that implementation is no longer the bottleneck?"

[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

[XMXRRX @ximixurrix]

@TheHeroOfSeinen Yes with enemies that actually try to hit you

[XMXRRX @ximixurrix]

@antonello Cuando salió el iPhone en 2008 Steve Ballmer salía en prensa riéndose diciendo que nadie querría usar una pantalla sin un teclado físico

[XMXRRX @ximixurrix]

@TroyanonanoYT @CheeseburguerXD @midudev Nada ya que la consola está obsoleta y hay aparatos más potentes y más baratos que corren Android

[XMXRRX @ximixurrix]

@Aisling_ Ah ya abúrranse. Todo lonque dices le pasa solamente a la gente que usa los modelos gratuitos.
La función de estos es simplemente para entrenar modelos más capaces.

[Crimson @thecrimsondev]

All these AAA game industry companies committing suicide with their decisions- worry not, indies are still here

If you're interested, my game, Suit for Hire is 50% off!

[ニヒテン @nihiten]

銃、剣、機械、超能力、
SF世界観が特徴のRPG COMPLEX HIRO『コンプレックスヒーロ』

今月も着々と制作中です。
本日は新たな敵グラフィックを追加作成。

引き続きよろしくお願いします！

#7月になったのでフォロワーさんに自己紹介しようぜ
#indiedev #gamedev

[XMXRRX @ximixurrix]

@gaaaatoso Conozco gente así. En general inútiles, CI alto porque destacan en alguna habilidad matemática o lingüística, pero expertos en puras cosas inútiles: episodios de series de los 80, juguetes, razas de perros, etc. El CI por sí mismo no significa nada y suele ser una verdadera paja

[XMXRRX @ximixurrix]

@Chris740717 @biobio El dinero en el banco tampoco. Si tienes cierto monto y pasa algo como que se corrompen los sistemas o algo así, solo están obligados por ley a devolverte cierto monto.
El dinero no es el valor. Lo que vale son los productos y servicios

[XMXRRX @ximixurrix]

@clpstmith3 Y dese fuera, montones de huenchumanes con buenas notas dirán que es injusto. Pero como dueño de negocio, yo ya sé que darle la oportunidad a este tipo es un riesgo unilateral, si algo falla (muy seguro), los costos los pago yo, Huenchuman se lleva la experiencia y el CV.

[XMXRRX @ximixurrix]

@clpstmith3 Lamentablemente en Chile la segregación geográfica es tan fuerte que si, comuna, color de piel, altura si son predictores de habilidades blandas cruciales para el buen desempeño en puestos de liderazgo. No porque la gente no pueda ser buen profesional, sino porque carecen de roce