Scopely builds a "learning machine" to scale knowledge across 2,300+ employees
Summary
Scopely president of games Steve Huff outlined the company's structured approach to internal knowledge sharing at Pocket Gamer Connects San Francisco.
With 2,300+ employees across a large multi-game portfolio, Scopely risks duplicated mistakes and lost learnings without a deliberate system.
The "learning machine" philosophy connects studios to each other's wins and failures - reducing waste and accelerating iteration across live service games.
"There's a lot of things we've learned over the years that are applicable to all teams"
01
The core problem - scale creates knowledge silos
At 2,300+ employees spanning multiple studios and game franchises, learnings risk getting siloed or repeated as costly mistakes.
Scopely's portfolio includes Monopoly Go, Stumble Guys, Star Trek Fleet Command, and Marvel Strike Force - each with distinct teams and roadmaps.
Studios retain autonomy over their own roadmaps and investment priorities, making cross-team alignment a deliberate effort rather than a default.
02
How knowledge flows - structured touchpoints
Monthly GM learning sessions create a recurring forum for senior leadership to exchange operational insights across the portfolio.
A dedicated summit for technical directors addresses the most pressing shared technical challenges across studios.
Slack is used as an ongoing channel to encourage informal, day-to-day knowledge sharing across teams.
Huff personally connects studios to other teams who have already worked on similar problems - sharing what worked and what didn't.
03
A real example - customer care as a case study
One studio doubled down on customer care investment, which Huff said yielded "massive results".
Those learnings were then distributed across the company, lifting player satisfaction portfolio-wide.
This illustrates the core value of the system - one team's experiment becomes a scalable insight for all.
04
The critical caveat - systems need culture to work
Huff was direct that infrastructure alone is not enough to sustain a learning organization.
"You can bring a horse to water, but you can't make it drink"
A company culture genuinely interested in learning and sharing is the prerequisite for any knowledge-sharing system to function.
05
Outlook - systematizing studio intelligence as a competitive asset
As Scopely's portfolio grows, its ability to turn studio-level learnings into company-wide best practices will increasingly differentiate its live service execution.
Expect further investment in structured knowledge-sharing infrastructure as the company scales its cross-studio operations.
Events
Companies
Games
Locations
—
SYNTHESIZED FROM:
COMPILED BY GAMES ATLAS EDITORIAL
RELATED ARTICLES
EXPLORE MORE
Comments (0)
No comments yet. Be the first to share your thoughts!