PlayStation's boss wanted to address some of the points that were raised in an article we posted last month. The piece followed the reveal of PlayStation 5, and reflected some of the discontent we'd been hearing about Sony's strategy. There were concerns that the company's decision to not speak too much (and avoid the big industry shows) was giving an edge to its competitors. And then there's the disruption caused by PlayStation's recent restructure.
For much of its 25 year history, there were three different PlayStations: the US, Europe and Japan. It made the business complicated and inefficient at times, but it also gave the brand a regional flavour that helped it become successful around the world.
Over the past two years, PlayStation has been busy centralising its operations into one global organisation. It seemed unnecessary. Restructures are never painless, and when you consider that PlayStation 4 is now a rare member of the '100 million club', why change anything? If it isn't broke, why fix it? According to Ryan, it isn't about fixing anything, but rather getting ready for what's next.
"100 million is obviously a very notable landmark for any console," he begins. "We've only done it once before. We have enjoyed good times over this current generation, and when I stand back and look at the things that we've done quite well, we've done a good job of protecting and enhancing our brand. We've done well with exclusive content -- that has been a point-of-difference. But I think the interesting thing this time is the community that we've built.