Quote:
Zynga’s chief executive, Mark Pincus, got an earful from employees last month.
In dozens of e-mails to a companywide list, frustrated workers complained about the long hours and stressful deadline periods. The quarterly staff survey solicited 1,600 responses, with plenty of criticism, including one person who said he planned to cash out and leave after the initial public offering.
Mr. Pincus took note, going through the comments and highlighting select excerpts. At a Zynga meeting several days later, he read some of the most acerbic words. Mr. Pincus said he was aware of the problems, but needed the staff’s guidance to fix them.
Few Internet start-ups have grown as swiftly as Zynga, creator of a sprawling network of virtual farms, cities and poker tables that is preparing to go public in one of the most highly anticipated offerings this year.
Zynga employees in its Mafia Wars 2 studio. The company has autonomous teams for each game, like FarmVille and CityVille.Jeff Chiu/Associated PressZynga employees in its Mafia Wars 2 studio. The company has autonomous teams for each game, like FarmVille and CityVille.
Led by the hard-charging Mr. Pincus, the company operates like a federation of city-states, with autonomous teams for each game, like FarmVille and CityVille. At times, it can be a messy and ruthless war. Employees log long hours, managers relentlessly track progress, and the weak links are demoted or let go.
But that culture, which has been at the root of Zynga’s success, could become a serious liability, warn several former senior employees who agreed to speak on the condition of anonymity because of fear of reprisals.
http://dealbook.nytimes.com/2011/11/27/ ... in/?src=tp