2023 was not a kind year for anyone working in a studio connected to Embracer Group and 2024 has not been any better. They extent of the group's layoffs have been astounding and this week the company issued a "Q3, OCTOBER-DECEMBER 2023" update that details the extent of some of their cuts. In it, the company's leaders concede to shareholders that they have laid off 8 of their global workforce and reduced the number of Embracer studio game projects from 224 to 179. The authors of the report indicated that its scaling back efforts, which resulted in over 1,000 people losing their jobs in 2023 alone, was reaching "the final stretch of the program, which is focused on both possible divestments, and consolidation." The company saw near universal sales gains, but admitted that they had missed their Q3 operating profit estimate, which many are saying indicate that even more layoffs are coming.
Now, the company's current CEO, Lars Wingefors, has been making statements to try and ally concerns from shareholders. First, he stated that everything Embracer would do in 2024 would value the interest of shareholders and that "Our overruling principle is to always maximize shareholder value in any given situation." He also noted "As part of the restructuring program, Embracer still has a few larger structured divestment processes ongoing that could strengthen our balance sheet and further reduce [capital expenditure]."
Finally, during a Q&A session with Embracer shareholders Wingefors made the following statements about what he thinks led to Embracer's current debt problem as well as how the company should view layoffs in general:
I think looking at the 8% reduction in workforce [at Embracer], there is obviously – I don't know the number for the whole industry, but I think it's something that everyone needs to get through. I mean, as I said, it's more driven by the overinvestment in the previous years because everyone just put all capital into gaming and perhaps a bit too much capital in a few instances.
I think everyone has been delivering according to those plans. The thing is, in the capital allocation, we put organic first, meaning the first investment came to organic growth, which we now see the outcome of. And then secondly, we made M&A.
So it's kind of, okay, we had that strategy back then. Now, we need to adjust that, because the cost of capital has increased. So it's just the overinvestment into content that is not supported by the cash flow from the operations or external capital. You can debate. You can debate the speed we went to build organic growth, but the ambition was obviously to aggressively organically grow the company. Now, we need to adjust for that and that's basically the core of the issue that we are addressing here.
Also, here are a few graphs and screencaps that @sgtsphynx shared with me on Discord to keep things in a very important context.
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