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Antti Kananen

Vice President, Product at Huuuge Games

Antti Kananen is an accomplished entrepreneur, bringing innovation, technology, startups, and games to life. He has extensive experience and a strong knowledge of technology, games, entertainment, and business. With a deep understanding of economic mechanisms, Antti is passionate about building and leading talented teams and companies in highly challenging and competitive markets. He specializes in business development, networking, establishing valuable partnerships, and creating and releasing new products and services.

Antti has been part of different associations and projects and has done a lot in the past. He is always eager to learn new things and skills and constantly looking forward to new challenges with a positive entrepreneurial attitude. With a background in studying computer science and engineering, Antti has worked in different positions, starting from technician positions and progressing through all levels from planning, concepting design, visuals and art, to technology, monetization, go-to-market, marketing, scalability, and growth management.

Antti is the CEO, Co-founder & Executive Producer at Koukoi Games, and has been an advisor and Board member at Glowdia Oy, Mekiwi Ltd, and PlayGain Oy. He also worked as a Project Manager, Product Manager, CEO, Co-founder, Project Coordinator, and Digital Signage Technology Professional at Videra and Elisa Videra.

In summary, Antti Kananen is a skilled entrepreneur with a vast experience in technology, games, entertainment, business development, strategic partnerships, licensing, sales, IPR utilization, R&D, service development, project management, go-to-market, performance marketing, and marketing. He is highly motivated and eager to learn new things, and with his fast learning and iteration capability, he can apply knowledge and skills in many fields.

Highlights

Aug 21 · linkedin

Finnish #gameindustry is at its worst economical point, and we need to have a reality check on the causes that has driven us here - this is important if we would want to achieve the vision Ilkka Paananen called out along with Suomen startup-yhteisö.

  1. Lack of commercial sentiment & #leadership - after 2016-2018, the industry were left behind vs. how foreign businesses evolved:
  • Studios have been too creative-driven & relaxed.
  • IP & brand syndromes, e.g., many haven't created new hits since their 1st nor been able to create new IPs / brands.
  • Missed completely #hypercasual wave & its learnings; and, because of this, came late to #hybridcasual.
  • Many don't know how to publish & distribute games. Many early stage studios leaned on publishers, whilst after #IDFA there's a clear gap between how foreign studios distribute games vs. our studios approach it.
  • Finland had #F2P is 'bad' sentiment within devs., showcasing immaturity, which was a thing during the golden era of F2P.
  • Not evolving when it was necessary or following shifts on best practices on e.g., #monetization on scale (if you look at e.g., Scopely, they really were heavy-lifting to became great on where they are today, whilst our biggest f2p player had to catch up years after on this).
  • #AAA, #PC & #Console releases with misses lately; with additional layers of having budgets getting out of control, QA done poorly, etc.
  1. Not knowing how to own companies + issues with buyers after exits:
  • We have had #founders who knew how to build companies, whilst they exited early. Unfortunately, on many cases, the buyers have shut down the studios they bought.
  • Additionally, buyers & foreign studios who are still operating tend to let studios optimize comfort over #commercialization (correlating with 1).
  • #Games #millionaires not starting new companies.
  1. Funding landscape:
  • #VCs shifting to invest abroad, resulting to gates for cash inflow to #Finland.
  • Games millionaires not participating on circulating cash back to the industry (e.g. security wins over games). If they have stakes on #funds, the problem stays same as long as above is valid.
  • Evergreen Finnish funds have shifted away from games. This includes successful funds who made it, but don't believe they will see new Supercell; thus they have shifted away as well.
  • Government #financing entities investing in wrong trends and shifts, on top of moving slowly around them.
  1. #Politics, #education and #economical issues:
  • Highest taxation in the world, resulting also game millionaires moving out (correlates with 3).
  • Some education programs have been shut down. Some don't teach commercial side the right way. Some produce talent to wrong positions, resulting unemployment.
  • Work-based immigration regulation.
  • Etc.

While I love working here, I'm calling out a reality check that everyone needs to do to uplift our industry. I'm doing my best to improve the industry & sentiment here, but we need everyone on this cause.

Aug 12 · linkedin

Gaming company cultures and working models (on-site vs. remote vs. hybrid, etc.) very often tie in themselves to preferences, backgrounds, experiences as well as the person types of the founding team and (/or) existing management of gaming companies.

It is very common that this is the way in our industry, whilst it would be more beneficial to have a more flexible setup in terms of calling out what is right for your organization / company vs. what is the preference.

There are also lots of mental barriers on this side, like whilst a company would need to mature its model in order to e.g., really build a team that is required for winning or making changes on cost structures of a company, etc. (as the case may be, incl. many other cases), persons controlling these decisions would still prefer staying in their comfort zone instead of triggering changes that would be beneficial for the company -- and it all very often has a tie-in to their experiences in the past as well as what they prefer to lead.

These mental barriers very often make the people driving the vehicle trigger decisions that can hinder lots of growth potential -- like, for example, of being able to attract and nurture the best talent out there; as the more inflexibility there is, the more doors it closes up often, which it will cause direct, as well as indirect, effects to the performance and results of a company over a long time.

I get the benefits of all of those models as well as the bad sides -- and how they can work good and bad for different types of companies. Mostly what I'm after here is that instead of working in a preferences and mental barriers controlled decision-making side / world, it would be beneficial for all to work throughout more e.g., sophisticated data points on driving these decisions; and actually measure, review, act and iterate on their models to see what really works vs. doesn't work for them. More holistic and mature approach instead of preferences. Also, more importantly, listening hopes and wishes of a staff could be sometimes also worth it, even the belief on this would be that all would be good (thinking this way also is a trap, unless asked).

#gamedev #gamedevelopment #gamesindustry #gameindustry #gamingindustry #gamedevstudio #gamedevelopers #mobilegames #f2p #gamesbusiness #gamebusiness #onsite #hybrid #remote #management #leadership #business #startups #culture #organizationalculture #decisionmaking #operations #operationsmanagement #culturedevelopment #hr #games #gaming

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Antti Kananen
Antti Kananen, photo 1
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Location

Oulu, North Ostrobothnia, Finland