Riot Games reviews

Riot made some impressive breakthroughs in early days. (Game as a service, esports, talent-focused value). Sadly, like many successful companies that failed (Blackberry, Nokia), Riot leadership team builds up a big ego and hasn’t been humble and lived up to the manifestos. Bad management, silo teams with overlapping responsibilities, one of the worst compensation system as such a sizable company, inexperienced and bro mgmt team (D20). A CEO who never manages a company, a CTO who didn’t understand work place is not ur frat There are always plenty of excuses not to try new things. Fears of failure result in no new games after so many years and countless missed opportunities. Just because you don’t know how to do it or you are afraid to fail is not the reason to stop new ideas. No strategy nor vision because the management team doesn’t know how to do it and never did it before. (First time! ). Companies who can’t continue inventing and being humble always fail. Riot is going on that path with the current leadership team.

- "Old Guard" leaders protected by past successes and rarely held accountable without great effort, and risk - Feedback culture can be manipulated by those who want to retain power or squash criticism - Struggling to do too much, with an inability to focus means strategic decisions flip-flop and rarely last longer to 3-4 months - Senior Leaders have forgotten how to play a support leadership role - Product and Delivery disciplines have huge variances in competencies of individuals - Too Many "Chefs" in the kitchen in too many aspects of technical direction - Huge variances in pay between disciplines compound pay differences between those doing the work and those not contributing (you may find a QA/Release/Product/Delivery person working 5 times as hard as an engineering technical leader paid half what that leader is paid) - Huge variance in quality of managers/leaders means you roll the dice on whether you get a good or bad one, and bad ones can set your career back years - Vertical growth is all but dead, don't come here to move upwards. Someone has to quit, or be fired to create a vertical slot for growth and it's likely it'll be filled by a new hire, not an existing rioter - Horizontal (breadth) growth is difficult to achieve, there's a very large risk of getting stuck doing one thing for over 5 years and getting type cast into a role. As the company ages transfers between disciplines and product teams has ground to trickle - Attitude towards new product development has resulted in isolationist thinking, cultures are literally different, so are performance metrics and accountability, between large product groups at the company (esports, league, new games, central services) - Struggling to deal with the lack of diversity it's culture and focus on core gamers has created, mostly male management is blind and biased to the priority of the problem - Success requires being a member of the "bro culture/boys club" or working yourself to death to be visible, you need to play the "Cover Your A.. butt" game well here - Accountability culture can be used against you (your leaders will usually push fault down to the first person who claims fault, rather than take accountability themselves)