Jonathan Knight: The New York Times Games Strategy

Name: Jonathan Knight: The New York Times Games Strategy
Uploaded: 2023-03-08T07:26:26.000Z
Duration: 1 h 54 min 58 s

Introduction and Overview

The host introduces the podcast and its mission to explore the business and future of video games. They mention that they bring together industry experts to discuss current events, emerging trends, and share lessons learned in the gaming industry.

Guest Introduction

The guest on this episode is the head of games at the New York Times.

The New York Times is known for covering a wide range of topics from U.S politics to lifestyle stories.

The host mentions being a fan of their content and a subscriber to their news, cooking, and product review sections.

Guest's Background and Wordle Acquisition

The guest shares his background in the gaming industry and how he ended up at the New York Times. They also discuss the acquisition strategy of the New York Times, particularly with regards to Wordle.

Guest's Gaming Industry Career

The guest has worked for big traditional video game companies such as Activision, Electronic Arts (EA), Zynga, and Warner Brothers Games.

He has been involved in various roles including producer, executive producer, general manager, and studio head.

Highlights include working on popular games like The Sims franchise, Words With Friends, Farmville, DC Legends, and Harry Potter Wizards Unite.

Wordle Acquisition by New York Times

Wordle is a game that came into the New York Times portfolio through acquisition.

This acquisition strategy seems to be employed more frequently by the New York Times recently.

Games are becoming an increasingly important piece of their overall strategy.

Driving Game Strategy at New York Times

The host asks about how the guest is driving game strategy at the New York Times.

Guest's Role in Driving Game Strategy

As head of games at the New York Times, the guest is responsible for driving game strategy.

He brings his experience as a game maker and studio head to the role.

The guest mentions that he is not at a traditional gaming company or studio, but games are an important part of the New York Times' strategy.

Guest's Gaming Industry Career Continued

The guest continues to share more about his gaming industry career and experiences.

Guest's Career Highlights

The guest has worked on big games and franchises throughout his career.

He mentions being part of the team that built the sequel to the most successful PC game of all time (referring to The Sims franchise).

He also highlights his excitement about mobile gaming and working on games like Words With Friends and Farmville.

Later, he joined Warner Brothers Games where he ran a studio and worked on DC Legends and Harry Potter Wizards Unite.

Conclusion

The podcast episode concludes with final remarks from the host and guest.

Wrapping Up

The guest shares that he left Warner Brothers around the time when the pandemic hit.

During the initial pandemic period, he had some time off and spent it with family.

No further information is provided beyond this point in the transcript.

Introduction and Excitement about the Opportunity

The speaker expresses their excitement about the opportunity to work for a company they love. They mention being passionate about the brand and its mission of seeking truth through journalism.

The speaker is excited about the opportunity and loves the brand.

They appreciate being able to work on games that contribute to the company's mission.

Profits from their games go towards fueling the mission of the company.

Love for Independent Journalism and Gaming Opportunities

The speaker discusses their appreciation for independent journalism and how it brings meaning to their work. They also highlight the exciting opportunities in gaming, describing it as an open canvas.

Independent journalism is important to what the company does, and the speaker loves it.

Working on games provides an incredible opportunity.

Gaming offers a blank canvas for creativity and future growth.

Previous Head of Games and Company History

The speaker talks about a previous head of games at the company and explains that gaming has been a part of New York Times for decades. They mention iconic games like crossword puzzles.

There was a previous executive director/general manager of games before the current head joined.

Crossword puzzles have been around since 1942, starting in print before moving online.

The company launched a subscription business for crosswords, which led to growth in subscriptions.

Focus on Games at New York Times

The interviewer asks if focusing on games is a recent development at New York Times or if there was already a holistic approach to gaming within the organization.

Focusing on games is not a recent development; however, bringing someone from the gaming industry signaled a strategic shift.

Crossword puzzles have been popular for years, but there was recognition that a portfolio of games could be successful.

The company realized that people are willing to pay for high-quality, curated puzzles and games.

Expansion of Games Portfolio

The speaker explains how the company expanded its games portfolio beyond crossword puzzles. They introduced new games like Spelling Bee and started building a series of games.

The company introduced Spelling Bee as a free-to-play game with subscription options for additional features.

Subscriptions for new games started growing alongside crossword subscriptions.

The team recognized the opportunity to invest more in games, leading to the hiring of someone from the gaming industry.

Continuation and Vision for Games

The speaker discusses their role as the head of games and how it is a continuation of previous efforts. They mention that some team members have been with the company for many years.

The current head of games joined to help figure out the future direction of gaming at New York Times.

While there have been changes, it is also a continuation of previous initiatives.

Some team members have been with the company for many years, ensuring continuity in game development.

This summary covers key points from the transcript using timestamps provided. It provides an overview of the speaker's excitement about working at New York Times, the history and expansion of gaming within the organization, and their vision for future game development.

The Role of Games in the New York Times Mission

This section discusses the role of games in the overall mission of the New York Times and how it relates to their strategy.

Purpose of the Games Division

The mission of the New York Times is to seek the truth and help people understand the world.

The company's strategy is to be the essential subscription for English-speaking curious people to engage with and understand the world.

While news is at the center of their strategy, they also recognize that a collection of products, including games, plays a role in engaging readers.

Importance of Lifestyle Products

The classic Sunday paper included more than just news, featuring cartoons, show times, crossword puzzles, recipes, lifestyle content, and sports.

With the transition to digital news products, there was a shift towards focusing solely on news content.

However, there has been a realization that lifestyle products were an important part of their original vision for a more complete newspaper experience.

Games as Subscription Drivers

Standalone game subscriptions attract subscribers who are primarily interested in puzzles rather than news.

Subscribers who engage with both news and games within a given week are more likely to retain their subscription compared to those who only engage with one or the other.

Offering an all-access package with news, games, cooking, etc., drives better long-term retention.

Engaging with News and Games for Better Retention

This section explores how engagement with both news and games contributes to better long-term retention among subscribers.

Benefits of Engaging with News and Games

Subscribers who engage with both news and games within a given week have higher retention rates compared to other combinations (news only or games only).

The New York Times offers an all-access package that includes various products like news, games, cooking, etc., which encourages engagement with multiple products.

Engaging with multiple products drives better long-term retention.

Games as a Daily Habit

This section discusses the concept of games as a daily habit and the acquisition of Wordle by the New York Times.

Importance of Daily Habits

Games, when designed as a daily habit, can become an integral part of people's routines.

The New York Times recognizes the value of games as a daily habit and its potential to engage readers on a regular basis.

Acquisition of Wordle

Wordle is seen as an extreme example of a game designed for daily play, similar to the crossword but more accessible and less time-consuming.

The acquisition of Wordle aligns with the New York Times' focus on offering engaging experiences that fit into readers' daily lives.

Lifestyle Products: Cooking and Recipes

This section focuses on cooking and recipes as part of the New York Times' lifestyle products.

Cooking as a Daily Activity

Cooking is something many people do regularly throughout the week, making it an important aspect of their lifestyle.

The New York Times offers recipes through their cooking platform, which has gained popularity among subscribers.

Subscribers have favorite chefs, collections, and printed recipe binders from New York Times cooking.

Guilty Pleasures in Cooking

Meat recipes, instant pot recipes, and slow cooker recipes are mentioned as guilty pleasures enjoyed by subscribers.

These types of recipes provide enjoyment and inspiration for cooking enthusiasts.

Conclusion

The role of games in the overall mission of the New York Times is to engage readers beyond news content. By offering games alongside news articles and other lifestyle products like cooking, they aim to provide a more complete experience for subscribers. Engagement with both news and games contributes to better long-term retention, and games designed as daily habits, such as Wordle, play a significant role in achieving this goal. Cooking and recipes are also important lifestyle products that cater to subscribers' daily activities and interests.

The Wordle Acquisition and its Fit into the Portfolio

This section discusses the rationale behind the Wordle acquisition and how it fits into the company's portfolio.

Rationale for the Acquisition

The Wordle game became an internet sensation, gaining global popularity.

In 2022, Wordle was the most searched term on Google worldwide.

The company saw Wordle as a unique and successful puzzle game that aligned well with their existing portfolio of daily puzzles.

The goal was not to fill a specific gap but to offer a variety of puzzle options to cater to different tastes and needs.

Daily Puzzles and Time Well Spent

The company's games are designed as daily puzzles, providing one high-quality human-crafted puzzle per day.

The focus is on creating engaging experiences that don't require constant engagement but rather offer a satisfying experience in a single session.

Different people have different preferences, so having a suite of offerings allows them to cater to various tastes and needs.

Inspiration from New York Times Games

Josh Wardle, the creator of Wordle, drew inspiration from New York Times games.

He wanted to create a game that captured the accessibility and mainstream appeal of games like spelling bee and crossword puzzles.

The acquisition of Wordle was seen as a natural fit within the company's portfolio due to its similarities with other popular games.

Mechanics of the Wordle Acquisition

This section provides insights into how the acquisition of Wordle took place.

Details about the Acquisition Process

The New York Times ran a story about Josh Wardle and his game called Wordle on January 3rd.

Initially created as a love letter for his partner, it gained traction among friends and family before going viral.

With its unique sharing mechanic, Wordle quickly caught on through social media.

The acquisition process itself is not discussed in detail, but it is implied that the company recognized the game's potential and made the decision to acquire it.

The transcript does not provide further details about the mechanics of the acquisition.

The Acquisition of Wordle by The New York Times

This section discusses the quick acquisition of the game Wordle by The New York Times and the reasons behind it.

Acquisition Process

On January 5th, The New York Times initiated a phone call with Josh, the creator of Wordle, expressing interest in acquiring the game.

A negotiation took place, and on January 31st, The New York Times announced that they had acquired Wordle.

Reasons for Acquisition

The game gained popularity quickly, leading many to believe it was a perfect fit for The New York Times.

Josh wanted to find a home for the game and preferred it to be with The New York Times due to their alignment with his vision.

The New York Times aimed to preserve the integrity of the game and not make significant changes or monetize it in an unconventional way.

Game's Popularity

Wordle experienced explosive growth during January, receiving thousands of emails and gaining attention on Twitter.

Despite its rapid rise in popularity, Josh did not anticipate this level of success and sought a suitable company to take over running the game.

Integration Challenges

After acquiring Wordle, The New York Times faced challenges in integrating the game into their platform and systems.

They needed to redirect traffic to their site, connect it to a backend system, and allow users to create accounts for preserving stats and streaks.

Comparison with Words With Friends Acquisition

This section draws parallels between the acquisition of Wordle by The New York Times and Zynga's acquisition of Words With Friends.

Similarities with Words With Friends Acquisition

The acquisition of Wordle resonated with the experience of acquiring Words With Friends.

The concern of a viral game losing popularity quickly was present, as seen in the decline of Draw Something after its peak.

Wordle's ability to maintain a daily habit for players is remarkable and aligns with The New York Times' strategy.

Fit with The New York Times Strategy

Wordle's daily habit nature aligns well with The New York Times' goal of providing news and other content on a daily basis.

The game complements their existing portfolio and fits within their strategy of engaging users on a regular basis.

New Section

In this section, the speaker discusses the success and fit of Wordle within their portfolio.

Wordle's Fit in the Portfolio

The speaker commends Jonathan for finding a home for Wordle and highlights how well it fits within their portfolio.

Wordle's success is attributed to its social nature, even though it is primarily a single-player puzzle game.

Unlike multiplayer games like Words With Friends, Wordle generates unique moments of user-generated content (UGC) through sharing solutions without spoiling the answer.

The absence of an actual multiplayer feature in Wordle led to users creating their own channels for push notifications and reminders to play the game.

New Section

In this section, the speaker emphasizes the importance of social elements in gaming and shares personal experiences with Wordle.

Social Elements in Gaming

The speaker believes that social elements are crucial for successful games, as seen in their experience working on social games at Zynga.

The percentage of shares and engagement with Wordle has remained consistently high throughout its lifetime.

Personal pet peeves include losing games due to uncertainty when guessing the last letter.

This summary covers only a portion of the transcript provided.

Wordle and its Future

In this section, the speaker discusses the popularity of Wordle and its impact on engagement. They also touch upon the backstory of the game and potential challenges in the future.

The Popularity of Wordle

Wordle has gained popularity, with people sharing their experiences and frustrations with the game.

Despite streaks being broken and anger expressed on Twitter, engagement remained unchanged.

Even when players are frustrated, they continue to share their scores and return to play again.

The Backstory of Wordle

Wordle is considered a love letter to Josh's partner.

Josh's partner was the original creator who curated a list of 2500 acceptable five-letter words for the game from an initial list of 12,000 words.

The limited number of words ensures that only unique and interesting words are used in the game.

Future Challenges for Wordle

As players progress through the available word list, there is a concern about running out of new words.

The New York Times has an editor assigned specifically for Wordle who selects the word of the day.

While it is unclear what will happen when all 2500 words have been used, efforts will be made to ensure a fresh list is maintained.

Integration and Control

This section focuses on how Wordle was integrated into The New York Times platform and backend. It also highlights efforts made to control solutions and curate word choices.

Integration with Platform

Initially, integrating Wordle into The New York Times platform took time but eventually succeeded.

Solutions for each day's puzzle are now published alongside other puzzles like crosswords and spelling bee.

Controlling Solutions List

An editor named Tracy Bennett oversees Wordle at The New York Times as part of their editorial team.

The solutions list is now under control, ensuring consistency and fairness for all players.

The goal is to select simple words that everyone knows, with occasional tricky ones for added fun.

Future Plans

This section discusses the need to adapt and plan for the future of Wordle as it continues to gain popularity.

Adapting to Changing Needs

Initially, Wordle was not expected to become so popular, leading to challenges in managing solutions.

Efforts were made to ensure that all players received the same word by improving the technical infrastructure.

The New York Times plans to continue curating new words and finding ways to keep the game fresh.

Future Challenges

While there are no specific plans mentioned, the speaker acknowledges the need to address what happens when all 2500 words have been used.

It is implied that further strategies will be developed to maintain a continuous supply of new words for players.

[t=0:38:52s] New York Times Games and Brand Extensions

In this section, the speaker discusses brand extensions and partnerships related to New York Times games, including the Delta Airlines and Hasbro deals. They also talk about their vision for reaching new audiences.

Brand Extensions and Partnerships

The Delta Airlines deal is not just for Wordle but for the broader New York Times games product. Delta will offer free Wi-Fi on planes, allowing passengers to access New York Times games.

This partnership aims to reach new audiences in new places.

The Hasbro deal involved creating a board game version of Wordle for the holidays. The collaboration allowed both parties to leverage their expertise and create cross-promotional opportunities.

The speaker expresses openness to similar partnerships in the future with big brands that can help reach new audiences.

Vision for New York Times Games

The speaker's vision for New York Times games is to be the premier subscription destination for digital puzzles.

To achieve this vision, they aim to reach new audiences in new places through high-quality partnerships.

The goal is not limited to Wordle but extends to all of their games, including Spelling Bee and crossword mini.

[t=0:42:42s] Cultural Impact of New York Times Games

In this section, the speaker discusses the cultural impact of New York Times games and provides insights into the size of their team and future plans.

Size of the Games Team at The New York Times

The exact size of the team is not disclosed, but there are both editorial and development teams working on New York Times games.

The crossword, which has been around since 1942, is a significant part of the team's portfolio.

The games team has a portfolio of eight games, including Wordle, Spelling Bee, and crossword mini.

Future Plans and Growth

The speaker mentions that they have launched new titles in the past but slowed down due to lower-than-expected impact or adoption.

They are focused on growing beyond the success of Wordle and expanding their game offerings.

The goal is to continue creating new games and reaching wider audiences while maintaining the cultural impact associated with New York Times games.

New Section

This section provides an overview of the crossword puzzle operation at the New York Times, including the community of constructors and the editorial team's role in curating submissions.

Crossword Puzzle Operation

The New York Times crossword puzzle is not just created daily; it is a big operation with a community of constructors.

The crossword team receives hundreds of puzzle submissions every month from all over the country.

An editorial team curates these submissions and works with the constructors to give them the New York Times flair and polish.

The crossword community is excited about being published with the New York Times.

The editorial team includes editors who also construct puzzles themselves, diversifying the community every year.

Efforts have been made to bring in more female constructors and those from underrepresented groups.

The goal is to modernize the crossword puzzle, ensuring relevant and inclusive clues that are broadly representative.

New Section

This section discusses the editorial team at the New York Times crossword puzzle, including its members and their roles.

Editorial Team

The editorial team consists of several individuals who contribute to different aspects of the crossword pipeline.

Will Shortz is one of the key figures in driving the vision for the crossword puzzle as an editorial director.

Joel Fagliano creates "The Mini" every day, while Sam Ezersky plays a significant role in the crossword editorial team and oversees "Spelling Bee."

Other members include Winnie Louie, Tracy Bennett, and Christina Iverson, bringing the total number of editors to six.

Everdeen Mason serves as the editorial director, leading this group of editors.

New Section

This section focuses on the digital product development team responsible for building and operating games at The New York Times.

Digital Product Development Team

The digital product development team is responsible for building, operating, and growing the games at The New York Times.

Games can be played on various platforms, including the New York Times app, website, mobile web, and a dedicated crossword app (soon to be rebranded as New York Times Game).

In addition to crosswords, other games like Spelling Bee and Wordle are available.

The team includes engineers (front-end, web native API), product managers, designers, producers, program managers, data analysts, and a research lead.

The team's focus is on creating a robust games platform and continuously expanding it.

New Section

This section highlights the growth of the games team at The New York Times and their approach to launching new games.

Growth of Games Team

The games team at The New York Times has doubled in size over the past two years.

They continue to have open positions to fill as they invest in a real games platform.

Launching and maintaining games can be expensive in terms of resources and player engagement.

Supercell is an example of a studio that prioritizes launching only the very biggest and best games due to resource limitations.

The strategy at The New York Times is to have a high bar for adding new puzzles to their portfolio but also explore new ideas through an internal prototyping team.

Two puzzles will be tested with real consumers this year. If successful, they may be supported; otherwise, they will be sunsetted.

New Section

This section discusses the challenges associated with launching and maintaining new games while considering resource limitations.

Challenges of Launching New Games

Tiles and Letterbox are popular existing games with dedicated followings.

Launching and maintaining games require significant resources and player engagement.

Studios like Supercell prioritize launching only the very biggest and best games due to resource limitations.

The New York Times has a high bar for adding new puzzles to their portfolio but is open to exploring new ideas through an internal prototyping team.

Two puzzles will be tested with real consumers this year, and their success will determine further support or sunsetting.

New Section

This section emphasizes the continuous focus on developing new game ideas at The New York Times.

Continuous Development of New Ideas

Wordle was the big new game introduced last year, reducing the immediate need for another new game.

However, the team is always working on new ideas in the background.

An internal prototyping team is excited about testing some cool stuff with real consumers this year.

The goal is to keep innovating and introducing fresh experiences while considering player preferences and resource allocation.

New Section

In this section, the speaker discusses the limited time available for consuming content and introduces the topic of web 3 gaming.

The Challenge of Limited Time

People have limited hours in a day to consume content.

Content can include news, cooking, or gaming.

There is only so much time available for these activities.

New Section

The speaker acknowledges that they usually host the web 3 gaming segment but are excited to discuss other topics. They inquire about the New York Times' view on web 3 and NFTs.

New York Times' View on Web 3 and NFTs

The speaker asks if the New York Times has a view on web 3 and NFTs.

Mentions that other legacy companies have adopted NFTs and web 3.

Expresses curiosity about how the New York Times could utilize its portfolio of content in these areas.

New Section

The speaker continues discussing the New York Times' perspective on web 3 and NFTs, highlighting examples of other companies embracing these technologies.

Internal Focus on Digital Subscription Business

The speaker mentions that there have been internal discussions regarding web 3 and NFTs at the New York Times.

However, their primary focus is on their digital subscription business.

They aim to drive subscriptions by offering Best in Class products across various categories such as games, product recommendations, and cooking.

New Section

The speaker explains that while there have been discussions internally about web 3 and NFTs at the New York Times, it is not a current focus for them due to prioritizing their digital subscription strategy.

Focused on Digital Subscription Strategy

The New York Times is focused on their digital subscription business and the all-access bundle.

They aim to be an essential subscription for curious individuals seeking to understand and engage with the world.

The company invests significant effort in optimizing subscriptions across platforms and delivering high-quality content.

New Section

The speaker emphasizes that the New York Times' focus is primarily on their digital subscription strategy, which requires substantial work across various aspects of the company.

Intense Focus on Digital Subscription Strategy

The New York Times prioritizes its digital subscription strategy over web 3 and NFTs.

There are numerous tasks involved, including editorial work, driving subscriptions, optimizing funnels, and messaging for consumers.

The company's resources are dedicated to providing Best in Class products within their respective categories.

New Section

The speaker explains that due to the intense focus on their digital subscription strategy, web 3 gaming or other web 3 initiatives are not a priority for the New York Times.

Lack of Focus on Web 3 Gaming

While there have been internal discussions about web 3 and NFTs at the New York Times, it is not a focus for product development.

Tough decisions have been made to prioritize their existing strategies.

The company acknowledges that they write about these topics but does not actively pursue them as products.

New Section

The speaker asks Jonathan about his views on web 3 gaming as someone with extensive experience in the gaming industry.

Jonathan's View on Web 3 Gaming

Jonathan expresses skepticism towards concepts like the metaverse.

He believes that manufacturing a new era similar to web 1 or web 2 may not be feasible.

Kids today already experience elements of the metaverse through games like Fortnite and Roblox.

Jonathan is a believer in blockchain technology and digital ownership but acknowledges the challenges and friction associated with its adoption.

New Section

Jonathan further discusses his views on web 3 gaming, emphasizing that the evolution towards a metaverse will be gradual rather than a sudden shift.

Gradual Progression of Web 3 Gaming

Jonathan believes that the development of web 3 gaming and the metaverse will not require everyone to wear headsets.

He points out that social interactions, concerts, and brand integration are already happening within games like Fortnite.

While he sees potential in blockchain technology for digital ownership, there are still obstacles to overcome.

New Section

The speaker concludes by highlighting Jonathan's belief in blockchain technology's potential but acknowledges the challenges it faces in widespread adoption.

Potential of Blockchain Technology

Jonathan finds blockchain technology fascinating and owns some digital currency.

He appreciates the concept of decentralized digital ledgers and hopes for wider acceptance.

However, he recognizes that there are significant barriers preventing its seamless integration into various industries.

Is Web 3 the Future?

The discussion revolves around the potential of Web 3 and whether it will gain widespread adoption or not.

The Potential of Web 3

Web 3 is still in its primitive stage and there is a debate about its future.

Some believe that it has great potential and will catch on eventually.

Others are skeptical, considering the lack of traction as a sign that it may not succeed.

Thank You to Jonathan

The host expresses gratitude to Jonathan for joining the podcast and shares excitement about the insights gained from their conversation.

Appreciation for Jonathan's Insights

The host thanks Jonathan for being a guest on the podcast.

Breaking news is shared about two new products being tested by The Times.

The host looks forward to seeing how The Times incorporates gaming into their content.

Looking Forward with The Times

Both the host and guest express enthusiasm for what lies ahead with regards to gaming and other content at The Times.

Excitement for Future Developments

The host mentions being a big fan and subscriber of The Times' content.

They express excitement about where things are headed under Jonathan's leadership.

Closing Remarks

Final remarks are made, expressing appreciation for listeners and inviting them to stay engaged with future episodes. Contact information is provided for questions, recommendations, and feedback.

Gratitude towards Listeners

A thank you is extended to all listeners.

Promises are made regarding more interviews, insights, and analysis in upcoming episodes.

Call-to-action for Engagement

Listeners are encouraged to send questions, guest recommendations, and comments via email or social media.

Contact information is provided for Nico, the host.

Closing Statement

Listeners are urged to like, subscribe, comment, and give a five-star review if they enjoyed the episode.

Contact information is provided for reaching out or providing feedback.

Conclusion and Call-to-action

The episode concludes with a final call-to-action for engagement and an invitation to learn more about what Novik has to offer.

Final Call-to-action

Listeners are reminded to engage by liking, subscribing, commenting, and giving reviews.

Contact information is provided for reaching out or providing feedback.

Invitation to Learn More

Listeners are invited to visit the Novik website to sign up for their games industry newsletter.