I'm trying to build in the discipline, the behavior, in my team that we are providing a service, and our service should be better, faster and cheaper. If we're not, we should know why and we should be seeking to be. That is the objective so we become the service provider of choice, not the service provider you're forced to use. If I can't provide storage and compute resources to you so you can develop the next game, and do it better, faster and cheaper than Amazon provides them to you, then you should use Amazon. That should be the way it works. My objective is to be absolutely the best, the fastest and the cheapest service that I can be to my customers. I evaluate my team on that and I evaluate their success based on the value that we deliver and of course the satisfaction that we provide those customers.
It's a little bit of a journey. I'm six months into this. I'd say we're making great progress, but we're by no means done. We still have a ways to go. We've made good progress in let's say maybe about 40% of our game studioswe have about 42 of them. In terms of the business functionsthe back office, finance, HRI think we're a long ways. We're probably 80 to 90% along.
CIO.com: As you make this transition, what are some of the biggest issues you've had to deal with? What's caused you the most trouble in making this change?
Tonnesen: I think the most trouble really comes from the most basic things. You want to make the change as quickly as possible, and you're having to change the car at 80 miles an hour. You're changing tires and wheels and everything else.
That's hard. I've got to change people at the same time we're moving quickly. I've got to reinvent some old technologies, replace some things, like using Box in a lot of cases, and get out from under some of the older technologies. And oh, by the way, I've got to do this by as much as possible staying within the cost envelope, the budget envelop, which by all means is not growing dramatically.
You've got to be creative about what you're going to do and what you're not going to do, where you're going to invest and where you're not going to invest. That's been tough. It's so easy to make a transition if you're being paid to and you're getting the budget to do it. No problem. But when you're not, and you're having to reinvent yourself and change things within the envelope that you have, you have to get very, very creative. It takes a little bit of time.
CIO.com: A lot of companies going through similar changes are really struggling with the perennial security question: control versus convenience and ease-of-use for the end user. You want to control your sensitive data, but you don't want to put up roadblocks that make your customers go around you to get their work done. Is that something you've struggled with?