Ubisoft restructures globally with Creative Houses model – Game News

Ubisoft has just announced its global restructuring strategy, introducing the model Creative Houses – the move is considered the most important for the company in more than a decade.

The goal of the new model is to focus on creativity for each product line, increase independent decision-making ability and ensure top quality in each genre that Ubisoft participates in.

Chief Executive Officer (CEO) Yves Guillemot said that Ubisoft wants its studios to “become the best teams in the world in each segment”, instead of operating as a large central network.

+ Why did Ubisoft change?

In recent years, Ubisoft has faced pressure from rising production costs, fierce competition in the AAA segment, and many old brands losing their appeal.
Centralized operating mechanism makes large projects lose flexibility, making it difficult to adapt to modern game trends, especially in the period when the market leans towards “live service” and multiplayer open world games.

Model Creative Houses was born to clearly decentralize authority, helping each group take full responsibility from idea to release, including marketing and finance.

+ How to operate the new model

Each Creative House organized as an independent creative unit, with its own leadership team and development autonomy.

They take full responsibility for the creative and financial success (P&L) of their products, and are supported by two central platforms:

• Creative Network – connecting studios, sharing technology and human resources
• Core Services – technical support, data, engine, QA and business services

This structure helps Ubisoft to both disperse creative rights and maintain consistent standards among major brands.

+ Five main “Creative Houses”.

CH1 – Vantage Studios

Focus on expanding and enhancing key brands such as Assassin’s Creed, Far Cry, Rainbow Sixaiming for sustainable growth on a global scale.

CH2 – Competitive & Cooperative Shooters

Focus on developing team shooting and fighting games, with brands such as The Division, Ghost Recon and Splinter Cell.

CH3 – Live Service Experiences

In charge of direct service game projects, including For Honor, The Crew, Riders Republic, Brawlhalla and Skull & Bones.

CH4 – Immersive Fantasy & Narrative Worlds

Focusing on adventure games, role-playing games and deep storytelling, with brands such as Anno, Might & Magic, Rayman, Prince of Persia and Beyond Good & Evil.

CH5 – Casual & Family-Friendly Games

Developing light and family-friendly entertainment games, including Just Dance, Idle Miner Tycoon, Ketchapp, Hungry Shark, Unoalong with collaborations with Hasbro and Invincible: Guarding the Globe.

+ Ubisoft’s goal

The new strategy targets four focuses:

• Improve product quality, prioritize big brands instead of spread out.
• Increase creative flexibility, helping development teams respond quickly to the market.
• Expand community interaction, collect feedback from early stages of development.
• Ensure financial efficiency, linking creativity with actual business results.

Ubisoft structural expectations Creative Houses will help the company reaffirm its position in the field of AAA game making, reduce risks for large projects and help each “creative house” become a leading unit in its genre.