任天堂北美员工：任天堂日本手伸得太长，我们得不到信任和主动权

Toyger

来源：nintendoeverything

Based on comments rounded up by Kotaku, some anonymous Nintendo of America staffers feel that the company’s main Japanese division makes almost all decisions for NOA. Another comment states that NCL finds “difficulty trusting and allowing US subsidiary to be proactive.”
One former staffer wrote the following on May 23, 2011:

Extremely hierarchical. Decisions are made in Japan and NOA employees are expected to execute. Initiative is not encouraged.

And another one from January 20, 2011:

Cons – Parent headquarters micro-manages most marketing tactics. Spend most of your time explaining and justifying actions, instead of being innovative and agressive [sic] in the competitive video game industry. No work/life balance. Headquarters want to be cooperative but has difficulty trusting and allowing US subsidiary to be proactive.
Advice to Senior Management – Let the US subsidiary do their work and market in the style appropriate to our consumers. Move beyond finger pointing and finding scapegoats to making the best video games possible.

So should we start blaming Nintendo of Japan for the long wait for Xenoblade’s localization? Or were these comments just made by disgruntled employees? In the end, we probably won’t know for sure.

基于KOTAKU收集到的一些评论，一些匿名的任天堂美国分公司员工感受到公司的主要部分日本总公司几乎为美国分部做出了所有的决定。
一些评论说明了 NCL（[size=-1]Nintendo Co., Ltd, 日本总公司）”很难信任美国分部和使之独立。“
一个前任员工在2011年3月23日写道：
等级差异太明显了，决策都是在日本做出的，NOA职员都期望独立，主动行动是不被提倡的。
而另一位在2011年6月20日写道：

Con们——母公司的司令部事无巨细的管理着市场策略中的大部分，使得你把大量的时间都用于为自己的行为进行解释和辩护。
而不是在激烈的电视游戏产业中创新和进取。生活和工作之间毫无平衡可言，总部想要合作但是却不给予美国子公司以主动权和信任。


对高级管理的建议——让美国子公司做自己的工作，并且根据我们本地消费者的需求制定市场策略
不要把手伸的太长，也不要找替罪羊，这样才可能做出最好的电视游戏。

所以我们是否应该因为《异度之刃》花了如此之长的时间才本土化而责备任天堂日本公司呢？
还是说这些只是一些不满员工的牢骚呢？
也许最终我们也不会得到确切的答案。