Disrupting the Game

Disrupting the Game Plot Summary

Introduction

In the hyper-competitive world of video games, few executives have made as indelible a mark as Reggie Fils-Aimé. Rising from humble beginnings in the Bronx as the son of Haitian immigrants, Reggie transformed himself into one of the most recognizable faces in the gaming industry. His journey to becoming the president and COO of Nintendo of America represents a masterclass in leadership, disruption, and authentic communication. With his iconic catchphrases and larger-than-life personality, Reggie—often affectionately called "The Regginator" by fans—helped Nintendo navigate through some of its most challenging and triumphant periods. What makes Reggie's story particularly compelling is how he consistently defied conventional wisdom throughout his career. From his early days at Procter & Gamble to his transformative years at Nintendo, Reggie demonstrated an uncanny ability to see opportunity where others saw obstacles. His leadership philosophy centered around three core principles: understanding the big picture while managing critical details, making courageous decisions even when facing opposition, and remaining authentic in all interactions. Through his narrative, we gain insights into the inner workings of one of gaming's most beloved companies while learning valuable lessons about resilience, strategic thinking, and what it truly means to disrupt an industry from within.

Chapter 1: From the Bronx to Cornell: Building a Foundation

Reggie Fils-Aimé's story begins in the Bronx, where he lived with his family in a one-bedroom, fifth-floor walk-up apartment in a tenement building. As the child of Haitian immigrants, his early life was marked by modest circumstances but rich in values and aspirations. His parents had come from relatively privileged backgrounds in Haiti—his paternal grandfather was a high-ranking military officer, while his maternal grandfather was a doctor who had studied at Harvard. This heritage of education and achievement would shape Reggie's outlook despite his humble surroundings. Life in the Bronx taught young Reggie early lessons about resilience. One formative incident occurred when he and his younger brother were robbed of money while walking to buy a newspaper. His mother's response was remarkable—she marched the boys back to confront the teenage thieves, chasing them down the street until the money was returned. This demonstrated to Reggie that principles were worth fighting for, regardless of consequences. The family's living situation reached a breaking point one Sunday morning when they discovered blood spattering the staircase of their building—evidence of a violent stabbing the night before. Determined to provide a better environment for their children, Reggie's parents worked multiple jobs to save enough money to move to Brentwood, Long Island. There, Reggie flourished academically, though as one of the few Black families in the neighborhood, they still faced occasional racism and prejudice. Reggie's competitive drive emerged during his high school years. He excelled in academics while playing basketball, soccer, and participating in track and field. He also developed an early love for video games, playing on Magnavox Odyssey, Atari, and Coleco systems with friends. This balanced focus on both mental and physical achievement would become a hallmark of his approach to life and business. When it came time for college applications, Reggie approached the process with characteristic thoroughness. With limited financial resources and guidance, he researched schools methodically, eventually applying to just three institutions. Cornell University was his dream school, offering both academic excellence and financial accessibility through its land-grant status. His acceptance to Cornell marked a pivotal moment in his journey—one that would define the rest of his life. At Cornell, Reggie's intellectual curiosity flourished. He created an ambitious four-year academic plan filled not just with business requirements but also with courses that piqued his interest across disciplines. Though he initially joined the Air Force ROTC program to fund his education, he eventually opted out to chart his own path. Working as a teaching assistant for key professors in the business program opened doors, ultimately leading to a coveted opportunity with Procter & Gamble—setting the foundation for a career defined by taking the road less traveled.

Chapter 2: Learning the Ropes: Early Career Lessons

Procter & Gamble provided Reggie with his first significant professional training ground. The company's culture emphasized three key elements that would shape his future leadership style: the one-page memo, the "What Counts" Factors, and the "up or out" philosophy. The one-page memo discipline taught Reggie to communicate with extraordinary clarity and conciseness—distilling complex ideas into persuasive documents with clear objectives, three supporting points, risk mitigation strategies, and next steps. This forced clarity of thinking became one of his greatest professional assets. The "What Counts" Factors defined the behaviors valued within P&G: superb thinking skills, personal initiative, consumer-led innovation, creating business-building advertising, and developing people and teams. Meanwhile, the company's "up or out" philosophy created a high-performance culture where employees either advanced or were expected to leave. This environment was demanding but formative, teaching Reggie the importance of continuously delivering results while developing talent around him. Mentorship played a crucial role in this period. Bob Gill, who had recruited Reggie to P&G, became a significant influence. When Reggie grew frustrated at not being promoted to brand manager while his peers advanced, he took a "sick day" to interview with another company. Bob confronted him directly: "We know you went on an interview yesterday... But I asked you to come here not to tell you that you screwed up with this masquerade but to tell you to be patient. The company loves you. You have a future here." This straightforward guidance kept Reggie at P&G, where he eventually earned his promotion. At P&G, Reggie also made his first significant hiring decision, bringing in Dina Howell—a non-traditional candidate with only a bachelor's degree when others had MBAs. Despite resistance from his boss, Reggie fought for Dina, recognizing in her the same hungry drive he possessed. She went on to have a twenty-plus-year career at P&G, ultimately surpassing both Reggie and his boss. This experience taught him the value of diverse perspectives and backgrounds in building strong teams. Reggie's time at P&G ended after he made a bold but unauthorized decision to forward-spend the advertising budget for Crisco shortening. Though his instinct proved correct—the brand delivered unprecedented profit levels—he had overstepped his authority. "I had killed my career because of the unauthorized spending. I was a dead man walking. It was time to get out," he reflected. This taught him a crucial lesson about balancing conviction with process—you can push boundaries, but you must bring others along through proper channels. After P&G, Reggie's career path took him through a series of companies including Pizza Hut, Panda Express, Guinness Import Company, and Derby Cycle Corporation. Each stop provided new insights and opportunities to apply his growing leadership philosophy. At Pizza Hut, he learned to build consensus across franchisee and corporate interests. At Panda Express, he developed the company's street store concept that would power its national expansion. Through each transition, Reggie refined his ability to see opportunities where others saw only problems, setting the stage for his eventual leap into the gaming industry.

Chapter 3: Joining Nintendo: A Bold Career Gamble

In 2003, Reggie received a call from a recruiter on behalf of Nintendo. The iconic gaming company was looking for their next head of sales and marketing at a challenging time. Nintendo's GameCube console was struggling against Sony's dominant PlayStation 2, and Microsoft had recently entered the market with Xbox. Nintendo was being rapidly overshadowed in the home console market, though they still dominated the handheld gaming space with Game Boy Advance. When Reggie shared the opportunity with his trusted advisors and associates, the feedback was nearly unanimous against taking the position. "They are in decline," "Working for a Japanese company is high risk," "In the Pacific Northwest, you would be away from your family and friends," "Gaming is a small business with a poor public perception." These concerns all had elements of truth, but Reggie saw something different. As a longtime gamer himself, Reggie had personal experience with Nintendo's products. He had owned a Super Nintendo Entertainment System and played through games like Super Mario World and The Legend of Zelda: A Link to the Past. He recognized Nintendo's remarkable creativity and innovation despite their current market struggles. His personal passion for gaming gave him insights that his advisors lacked, allowing him to envision a future where Nintendo could regain its position as an industry leader. During the interview process, Reggie took the unprecedented step of requesting a video conference with Nintendo's global president, Satoru Iwata. This request caused substantial consternation within the company—"Who does he think he is? This request is unheard of!"—but Reggie insisted. He understood that to lead effectively, he needed to know the direction of the company and have confidence in its leadership. When they finally connected, Iwata impressed Reggie with his vision for Nintendo's future: "Reggie, while we try to understand the other companies, Nintendo believes in taking its own approach. We create new experiences. We create games that are unique." Reggie's boldness continued during his first trip to Japan after joining Nintendo. While visiting Mr. Iwata in the hospital following cancer surgery, he defied Japanese business protocol. When told "business associates don't visit the hospital for each other," Reggie pushed back: "With all due respect, Mr. Iwata, I want to visit you not as the president of Nintendo of America but as a friend." This personal approach would define his tenure at Nintendo, breaking down traditional barriers to build authentic relationships. The cultural differences Reggie encountered at Nintendo were significant. During his first visit to Nintendo's headquarters in Kyoto, he experienced the company's meticulous attention to detail—what he came to understand as "Kyoto craftsmanship." In one pivotal meeting about the upcoming Nintendo DS handheld system, Reggie commented on the innovative touchscreen technology just as legendary game designer Shigeru Miyamoto entered the room. After hearing Reggie's observations translated, Miyamoto responded, "He is right," before asking, "By the way, who are you?" This unexpected introduction to one of gaming's most revered creators marked the beginning of another crucial relationship in Reggie's Nintendo journey. Despite the challenges ahead, Reggie embraced the opportunity. "I was all in," he recalled. His decision to join Nintendo represented exactly the kind of calculated risk-taking that would define his career—seeing potential where others saw only decline, and having the courage to pursue it wholeheartedly.

Chapter 4: Kicking Ass and Taking Names: The Breakthrough

The 2004 Electronic Entertainment Expo (E3) would become Reggie's defining moment at Nintendo and in the gaming industry at large. As the new Executive Vice President of Sales and Marketing, he was tasked with presenting Nintendo's vision to a skeptical gaming press. After reviewing previous years' presentations, Reggie identified fundamental flaws: lack of unified messaging, poor pacing, and uninspiring delivery. He understood that Nintendo needed to change the conversation dramatically. Working closely with Don Varyu from Nintendo's PR agency, Reggie crafted an opening line that would become legendary: "My name is Reggie. I'm about kicking ass. I'm about taking names. And we're about making games." The aggressive, disruptive tone was intentional—signaling that Nintendo was embarking on a new path different from its competitors. When presented to Mr. Iwata for approval, there was initial confusion about the meaning and tone. "Reggie, why are you so angry?" asked Mr. Iwata's translator. After Reggie explained that he wasn't speaking from anger but from conviction about Nintendo's new direction, Iwata gave his support: "We are embarking on a very different path than our competitors. We need to be more aggressive in our messaging." The morning of the presentation, Reggie remained remarkably calm despite the high stakes. As he delivered his now-famous opening line, the crowd's reaction shifted from surprise to enthusiasm. The presentation culminated with the unveiling of the Nintendo DS—the company's new dual-screen handheld system—and a trailer for the next Legend of Zelda game that moved some media representatives to tears. When Mr. Miyamoto appeared on stage with a sword and shield from the game, the audience erupted. Almost immediately, Reggie's impact reverberated beyond the presentation hall. His teenage son called him afterward saying, "Dad, you're famous!" Fans were photoshopping pictures of Reggie from the press conference, adding laser beams from his eyes and weapons in his hands to celebrate his aggressive statements. They nicknamed him "The Regginator" in a nod to the Terminator franchise. Nintendo fans, long hungry for bold leadership and direction from the company, had found their champion. Reggie's approach to E3 extended beyond the presentation itself. He instituted several new traditions that elevated Nintendo's presence at the industry's biggest event. He pushed for higher-profile musical acts for their hospitality events, created VIP areas to facilitate business conversations, and established end-of-show appreciation events where he personally recognized team members with "Reggie Pins" and handwritten notes acknowledging their contributions. These personal touches motivated staff to exceed expectations and reinforced a culture of excellence and recognition. The transformation extended to Nintendo's relationship with retailers as well. Reggie instituted a new approach that rewarded retailers who showed greater commitment to Nintendo products with increased allocation of high-demand items. "This was different from old thinking that simply allocated inventory based on current market share," he explained. "My new approach encouraged disruption by retailers betting on our success with their own marketing activity." Perhaps most significantly, Reggie broke down the traditional siloes that had existed between Nintendo's geographic regions. Previously, Nintendo of America, Nintendo of Europe, and Nintendo Co. Ltd. in Japan had operated with limited cooperation and occasional competition. Reggie valued personal relationships to foster trust and straight talk, seeking to learn from other regions by adopting their best ideas while avoiding their mistakes. This collaborative approach strengthened Nintendo globally at a time when unity was essential to the company's resurgence. The 2004 E3 marked Nintendo's return to relevance in the gaming conversation. With the Nintendo DS unveiled and excitement building for their next home console (code-named "Revolution," later to be called Wii), Reggie had successfully positioned Nintendo to recapture the industry's attention and imagination. His authentic, disruptive leadership style had transformed not just Nintendo's public image but also its internal culture and approach to the market.

Chapter 5: Leading Nintendo of America: The Iwata Partnership

When Reggie was promoted to President and Chief Operating Officer of Nintendo of America in May 2006, he faced three critical organizational challenges. First, the company operated in functional silos with poor cross-departmental communication. Second, while Nintendo had a strong business culture, it lacked clarity about valued behaviors and how they connected to advancement. Third, there was tension between the parent company in Japan and the American subsidiary due to profound cultural differences and market priorities. To address these issues, Reggie instituted weekly executive leadership team meetings—initially met with grumbling but quickly recognized as valuable. He implemented a performance management system with clear competencies across five dimensions: thought, results, self, people, and leadership. And he dramatically increased communication with Nintendo Co. Ltd. in Japan, ensuring Western market perspectives were consistently represented to headquarters. Reggie's partnership with global president Satoru Iwata became the cornerstone of Nintendo's resurgence. Their relationship transcended the typical boss-subordinate dynamic to become a genuine friendship based on mutual respect and complementary strengths. "Mr. Iwata was the brilliant game developer and programmer," Reggie noted. "I was the marketer and business disrupter, integrating consumer insight and commercial knowledge into new initiatives. We trusted and challenged each other at the same time." This partnership was tested repeatedly as they navigated crucial decisions. When planning the launch of the Wii console in 2006, Reggie advocated packing in the Wii Sports game with every system—a radical departure from Nintendo's traditional practice of selling software separately. "Nintendo does not give away precious content for free," Iwata initially responded. Through persistent but respectful advocacy, Reggie eventually convinced Iwata and legendary game designer Shigeru Miyamoto that bundling Wii Sports was essential to communicating the revolutionary nature of the Wii Remote controller and expanding gaming to a mass audience. The results validated Reggie's approach. Wii broke sales records globally, performing especially well in Western markets where Wii Sports was included. The game sparked a cultural phenomenon, with Wii bowling tournaments appearing in nursing homes, bars, and cruise ships. This decision exemplified what Reggie called "courageous decision-making"—the willingness to challenge established practices when market conditions demanded new approaches. A pivotal moment in their relationship came during a private dinner in Kyoto. "Reggie, you know we are very much alike," Iwata observed. "Nintendo is a company where employees tend to stay for a very long time. But you and I are outsiders. We have a unique challenge to understand and keep the company's culture while also pushing the company forward." Iwata counseled Reggie to listen carefully to Nintendo's employees and understand their perspectives before pushing his own ideas. "You are very forceful. Our people, even NCL employees, want to please you. And you have very good ideas. But you won't always be right." This wisdom profoundly affected Reggie's leadership approach. He maintained his disruptive instincts but tempered them with greater appreciation for Nintendo's unique culture and history. The partnership between the American business executive and the Japanese game developer created a balance that served Nintendo well through both triumphs and challenges. When Iwata was diagnosed with cancer in 2014, Reggie's visits to him in the hospital further cemented their friendship. Despite Iwata's initial reluctance to receive business visits during his illness, Reggie insisted on seeing him as a friend rather than a colleague. After Iwata's passing in July 2015, Reggie reflected, "It was this, Mr. Iwata's passing, that motivated me to think deeply about my career and to think about the legacy I wanted to leave at Nintendo. And beyond."

Chapter 6: Driving Innovation: From Wii to Nintendo Switch

Innovation at Nintendo took many forms during Reggie's tenure, often guided by unconventional thinking about consumer needs rather than technological specifications. This approach was exemplified by the development of both Wii and Nintendo DS, systems that prioritized new gameplay experiences over traditional metrics like processing power or graphical fidelity. To explain Nintendo's unique strategy to the gaming industry, investors, and consumers, Reggie and Iwata used principles from two influential business books: The Innovator's Dilemma by Clayton Christensen and Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne. These frameworks helped articulate how Nintendo was deliberately breaking from industry norms by innovating along vectors like accessibility and novel control schemes rather than pursuing the "red ocean" of graphical power and conventional gameplay that Sony and Microsoft were competing in. The strategy paid dividends with Nintendo DS and its groundbreaking touchscreen interface. Games like Nintendogs and Brain Age expanded Nintendo's audience to include young children, women, and older adults who had never previously considered themselves gamers. Brain Age in particular demonstrated Nintendo's willingness to adapt products for different markets. When localizing the game for Western audiences, Reggie pushed to include sudoku puzzles—then growing in popularity in the West though not part of the original Japanese version. Despite initial resistance, Reggie persisted: "We will need to think about this software differently in our markets," he argued to Iwata, eventually winning approval for the addition. This market-specific adaptation became a hallmark of Reggie's approach. Rather than simply translating Japanese products for American consumers, he advocated for substantive changes that would better resonate with Western audiences. This sometimes created tension but ultimately strengthened Nintendo's global appeal. The development of Nintendo Switch represented the culmination of Nintendo's consumer-focused innovation approach. Following the underwhelming performance of Wii U, Reggie and the Nintendo team conducted a thorough analysis of what had worked and what hadn't. They recognized that players appreciated the ability to play games both on their TV and on a portable screen, but Wii U's limited range had frustrated this experience. From this insight emerged the concept for a truly hybrid console that could deliver a full experience whether docked to a TV or used as a handheld device. "This key insight would drive development of Nintendo's next system," Reggie explained. "We would provide a hybrid console that could deliver a beautiful experience on the player's large-screen TV and then be completely portable." Reggie summarized this positioning as the ability to "play anywhere and anytime," which became the core message for what would eventually be named Nintendo Switch. The Switch launch in March 2017 represented perfect execution of Nintendo's innovation philosophy. Priced appropriately at $299, supported by the critically acclaimed The Legend of Zelda: Breath of the Wild, and clearly positioned around the "anywhere/anytime" capability, Switch exceeded Nintendo's first-year sales goals by 50% and eventually eclipsed the lifetime sales of Wii U in just one year. By focusing on a clear consumer need rather than technical specifications, Nintendo had created another breakthrough product. Throughout these innovation cycles, Reggie emphasized the importance of resilience and strategic focus. "Nintendo's strategic equity is driving new gameplay styles," he observed, from bringing arcade-style gaming into the home with the original NES to the motion controls of Wii and the portability of Switch. By understanding and consistently building upon this core strength—even when facing setbacks—Nintendo maintained its distinctive identity in a rapidly evolving industry.

Chapter 7: Leadership Principles: Making Courageous Decisions

Throughout his career, Reggie developed and refined a set of leadership principles that guided his decision-making and shaped his management approach. Central to these was the concept of "courageous decisions"—the willingness to make difficult choices despite uncertainty or opposition when the situation demanded it. This principle was put to the test in 2011 when Nintendo 3DS, the company's first handheld system capable of displaying 3D visuals without special glasses, struggled after launch. Reggie had argued for a lower launch price of $199, but was overruled, with the system launching at $249 instead. As sales slowed despite positive initial performance, Reggie and Iwata faced a difficult decision. Just four months after launch, they executed a dramatic $80 price cut in the U.S. market, reducing the system to $169. To maintain goodwill with early adopters, they created the "Nintendo 3DS Ambassador Program," giving those who had paid the higher price free access to twenty classic games. "This was a huge pivot," Reggie acknowledged. "It cost Nintendo millions of dollars in profit. But it changed the long-term trajectory of Nintendo 3DS." This decisive action exemplified Reggie's belief that when faced with clear evidence of a problem, leaders must act swiftly and decisively rather than allowing the situation to deteriorate further. Another leadership principle Reggie emphasized was executional excellence. "The best ideas will suffer if they are not executed well," he observed. This meant meticulous attention to detail in product launches, marketing campaigns, and internal operations. When preparing for E3 presentations, Reggie would review and rehearse extensively, ensuring every element contributed to the overall narrative and message. This commitment to excellence extended to his expectations of the organization, where he implemented clear performance metrics and accountability systems. Authentic leadership was perhaps Reggie's most distinctive quality. Rather than adopting a traditional corporate persona, he brought his full personality to his role—combining strategic insight with humor, directness, and occasional showmanship. His famous E3 introduction ("My name is Reggie. I'm about kicking ass. I'm about taking names. And we're about making games.") wasn't just a marketing moment but a genuine expression of his leadership style. This authenticity extended to his interactions throughout the organization. Reggie believed in being consistent in his communication regardless of audience—whether speaking to Iwata, to his direct reports, or to entry-level employees. This created trust and clarity about priorities and expectations. "Be your authentic self," he advised. "Authenticity earns respect." Reggie also emphasized the importance of surrounding himself with advisors who would challenge his thinking. "Subordinates are often trying to impress you, and it is the rare one who will push back on your ideas," he noted. "Outside confidants will tell you the way things are, not the way you want them to be." This willingness to be challenged prevented groupthink and improved decision quality. Finally, Reggie believed in the power of personal relationships in business. He invested time in understanding the perspectives, motivations, and backgrounds of both colleagues and business partners. This wasn't just about being friendly—it was a strategic approach to building trust and facilitating problem-solving. "By understanding someone's background, perspective, and experience, the better you can solve problems," he explained. As Reggie prepared for retirement in 2019, he reflected on these principles and how they had guided him through the challenges and triumphs of his Nintendo years. He had transformed from an industry outsider to one of its most recognized and respected leaders, helping to revitalize an iconic company while staying true to his authentic leadership style. His successor, Doug Bowser, would lead in his own way, but the foundation Reggie established—based on innovation, excellence, and authenticity—would continue to influence Nintendo of America's approach to the gaming market.

Summary

Reggie Fils-Aimé's journey from a Bronx tenement to the presidency of Nintendo of America embodies the transformative power of resilience, strategic disruption, and authentic leadership. Throughout his career, Reggie consistently chose the less traveled path, whether joining P&G's brand management program instead of pursuing banking, advocating for unconventional candidates like Dina Howell, or accepting the challenge of revitalizing Nintendo when advisors cautioned against it. His willingness to make courageous decisions—from bundling Wii Sports with the Wii console to executing a dramatic price cut for Nintendo 3DS just months after launch—demonstrated both his strategic acumen and his commitment to long-term success over short-term comfort. Perhaps Reggie's most enduring legacy is his belief that capability and opportunity must intersect for success to occur. As he shared with students from the Bronx after his retirement: "I was you, and you can be me." This philosophy guided his approach to leadership development and his post-Nintendo focus on mentoring the next generation. His five Life Principles—owning your journey, digging deep when life gets tough, being open to alternatives, embracing fear, and living in the moment—offer a roadmap for aspiring leaders across industries. For anyone seeking to disrupt established thinking, transform organizations from within, or simply navigate career challenges with authenticity and strategic purpose, Reggie's Nintendo years provide both inspiration and practical wisdom about the art of principled disruption.

About Author

Loading...

Reggie Fils-Aimé

Read more