### Insights from Clint Hocking on Game Development Obstacles at Ubisoft
Clint Hocking, a notable figure in the gaming sector recognized for his creative leadership on games like *Far Cry 2* and *Tom Clancy’s Splinter Cell: Chaos Theory*, recently discussed his experiences from his time at Ubisoft. His remarks, especially regarding the management of the large development team for *Watch Dogs: Legion*, provide insight into some of the hurdles encountered in large-scale game creation.
In a podcast conversation with *FRVR*, Hocking illustrated his role in overseeing a development team of roughly 1,000 individuals. He compared this experience to “pissing upstream,” highlighting the frustrations he faced with the bureaucratic procedures involved. Hocking specifically criticized the inefficiencies that stemmed from numerous meetings where key contributors—like level designers—were frequently missing. This led to a disconnect between what was discussed and the actual execution, as feedback often took weeks to reach the necessary team members.
During the discussion, Hocking fondly recalled the collaborative atmosphere of *Splinter Cell: Chaos Theory*, where he could speak directly with colleagues at their desks, which facilitated a quicker feedback loop. In contrast, the vast scale of *Watch Dogs: Legion* resulted in a scenario where many stakeholders attended meetings, often causing communication to become diluted. Hocking pointed out that significant decisions made in these meetings would take six weeks to be reflected in the game’s development, leading to shifts in context by the time changes were enacted.
He expanded, “On a colossal game with 1,000 individuals, you enter a meeting to evaluate some aspect of content, or a quest, or a location, and there’s 30 individuals in the meeting. Directors and producers and project managers…and very often the level designer who created it isn’t even present.” This signified a systemic problem where the contributions of those most closely engaged in the actual game development were overlooked, affecting the project’s unity and efficiency.
Hocking’s exit from Ubisoft occurred during the creation of *Assassin’s Creed Hexe*, with his departure indicating a large shift in the project’s trajectory. Although he stayed discreet about the details of this title due to confidentiality agreements, his experiences at Ubisoft have sparked inquiries into the organizational structure within the studio. Hocking’s insights align with a rising chorus of former Ubisoft developers who have expressed similar concerns regarding the studio’s operational shortcomings.
After his departure, Hocking established an independent game studio, Build Machine Games, where he likely intends to apply lessons learned from his time at Ubisoft, concentrating on more efficient and effective development practices. As time progresses and confidentiality agreements expire, it is expected that Hocking will disclose more insights about his experiences, particularly concerning *Assassin’s Creed Hexe*, potentially shedding light on the challenges and dynamics of large game projects at major studios like Ubisoft.
In summary, Clint Hocking’s frank reflections on the intricacies of managing vast game teams emphasize ongoing conversations about productivity and organizational efficiency in the gaming industry, providing important lessons for both developers and studios alike.
