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first, the expansion of the scale of game companies is inevitable. as the product line continues to expand, the team will inevitably expand. the challenge brought by this is that the decision-making efficiency decreases. single-node decision-making is difficult to handle complex problems, so higher-level management is needed to coordinate and promote the direction. this change is consistent with the development trend of the industry. many large game companies are facing similar problems, such as tencent and netease, and they have responded to the challenges by setting up studios and business units.

secondly, mihoyo's success has also brought tremendous pressure. users have high expectations for their products, so if they want to break out of their traditional advantage track, they need to make more efforts. at the same time, opening multiple fronts tests the management ability of the leadership, and mihoyo needs to rethink the organizational structure, as well as the accumulation and focus of the team.

in addition, mihoyo’s incubation mechanism is also testing their ability. whether they can maintain continuous development from the success of the first wave of products to the second and third waves of products is the key to truly testing mihoyo’s project incubation capabilities. however, the most critical challenge is not tactical decision-making, but strategic thinking: if mihoyo eventually becomes a traditional large company, does it mean that they have found the right path?

in recent years, many game companies have chosen to expand rapidly and continuously, and this development model has also sparked a lot of discussion. some people believe that it is almost inevitable that the team will become larger and larger when making gaas games. even supercell, which claims to be driven by gameplay and insists on being small and beautiful, is also experiencing such challenges.

a general manager of a game company once said that their biggest challenge is that it is difficult to reduce revenue, so they need to seek new growth points while ensuring the quality of the team, which makes the organizational structure and management model more and more complicated. even if the boss does not want to make money, employees still want to create, get promoted and get a raise, which also reflects the dilemma faced by mihoyo.

mihoyo seems to be standing at a crucial crossroads. can they choose to continue on the path of their predecessors, or find another way to solve the problem? facing such a company, we expect them to bring equally unexpected solutions.