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Dr. Brain

The line between entertainment and education at the Sierra of the early 1990s was much less clearly drawn among the design staff than it was in the company’s marketing materials. The exact same people who made the purely entertaining adventure games took up the task of making entries in Sierra’s new “Discovery Series” of educational games when that line made its debut in 1991. [1]The name “Discovery Series” wasn’t actually used until 1992. Before then, the earliest games in the series were sold simply as educational titles, without any further branding. Discounting for obvious reasons only the early-education titles, the results of their efforts could be every bit as satisfying for adults as they were for children and adolescents. Indeed, I would go so far as to say that much of the very best work done at Sierra during this period was done for the Discovery Series. The fact that they were designing games for a theoretical audience of youngsters seemed to prompt some of the staff to show a bit more kindness and mercy, to think about issues of playability in ways they sometimes couldn’t be bothered to do when making their other games. It’s thus a real shame that the Discovery Series tends to be overlooked by even many of the most ardent Sierra fans of today, who shy away instinctively from the educational label which Sierra’s marketers placed upon it. More or less educational these games may very well be, but many or most of them are also a hell of a lot of fun, whether you happen to be young, old, or somewhere in-between.

The inception of the Discovery Series was marked by a meeting of all of Sierra’s creative staff, aimed at drumming up ideas for educational games. One of the sample ideas which Ken Williams himself presented there was for something he called Mathemagical Mansion, a game whose player would have to solve math problems to explore ever deeper into the house in question. Programmer and game designer Corey Cole, who had recently created the first two titles in the adventure-game series Quest for Glory alongside his wife Lori Ann Cole, left the meeting having already decided to take the idea and run with it. He planned to expand on Ken Williams’s base by adding the character of a “Dr. Brain,” whom the player would need to impress in order to get a job working in his research laboratory. And he also planned to broaden the base of puzzle topics to include science, technology, and even a dash of culture to go along with the math problems. In additions to the merits of the original idea itself, practical and even political considerations prompted him to go this way. He knew that no new Quest for Glory game was in the cards for 1991, and he knew that, should his proposal not be accepted, he’d likely finding himself working as a programmer on one of the educational proposals that had been. And, most importantly, he knew that Ken Williams would have a natural affinity for a proposal based on his own germ of an idea. His political calculus proved correct; after he showed a prototype demonstrating the basic interface and a few puzzles, Castle of Dr. Brain got the green light. His wife Lori, meanwhile, was similarly politically clever in proposing the early-education game Mixed-Up Fairy Tales, a pseudo-sequel to Roberta Williams’s Mixed-Up Mother Goose, and was also rewarded with a gig as lead designer on her own Discovery Series project.

Corey and Lori Ann Cole didn’t need to up their design standards for their latest projects in the way that some of their colleagues would for other Discovery Series titles; the two Quest for Glory games they had already made were, in this reviewer’s opinion anyway, the absolute best adventures to come out of Sierra to this point. So, they only needed to continue to hew to the high standard they had already set.

Nevertheless, Castle of Dr. Brain represented a leap into unexplored territory in more ways than one for Corey. Lori had taken the lead on many aspects of the Quest for Glory games. The overall arc of the planned four-game series, drawn up before any implementation began on the first game, had been largely her vision, as had been much of the detail of plot and character within the two games that had been produced to date. While Lori had thus played the “artistic” role, Corey had been the puzzle guy, nailing down the details of what the player had to do and where she had to do it. But now, for the first time, he wouldn’t have Lori’s talents to lean on; Castle of Dr. Brain was all his baby. He comforted himself with the knowledge that it was to be at bottom just a big box of puzzles — and if there was one thing he felt he knew, it was puzzles. His attitude toward the project thus gradually moved from trepidation to exhilaration. By the time the game was finished, he would finally feel, as he put it to me many years later, “like a real game designer.”

Which isn’t to say that Castle of Dr. Brain was an easy game to make. The label on the box says that it’s designed for children aged twelve and up, implying that some sort of rigorous pedagogic methodology had gone into that formulation. In later years, certainly, any software from a major publisher daring to bill itself as “educational” would likely be approved if not designed by genuine educators, by people familiar with current age-appropriate curricula and theories of learning and all the rest. But Sierra back in those days just winged it. “While they aren’t intended to be hardcore educational products,” explained the brand manager for the Discovery Series, “they’re more than just games. They have legitimate academic content” — whatever “legitimate academic content” meant. Corey talked to exactly no education professionals in the course of making his educational game, unless you count his wife, who had worked as a schoolteacher years ago. Subject matter as well as pedagogic technique were left entirely up to him. He had promised Ken Williams a game that would have some math in it along with lots of other vaguely defined “educational” things. He got to decide what those things would be for himself.

Instead of some mythical stereotype of late childhood found only inside pedagogic textbooks, Corey aimed his game at the twelve-year-old self he remembered. Perhaps, he mused, he was unusually well-equipped to speak to bright kids of the sort he had once been. He remembered when, back at university, someone had passed an essay he had written through a computerized text analyzer, and the program had said that he wrote on a seventh-grade reading level. “That’s great!” said the analyzer’s programmer by way of comforting a Corey Cole whose first reaction was embarrassment. “You’ve written this so any adult or high-school student can understand it. Most people think they need to sound clever or sophisticated, but all they accomplish is to make their work inaccessible.” One of the worst sins would-be writers of children’s and young-adult fiction can commit is to write down to their target audience; youngsters can smell such condescension a mile away. It seemed that Corey would, at the very least, be free of that sin.

A staple of games like this one: the sliding-block puzzle.

All of which was well and good, but it still left the matter of the actual puzzles to be sorted out. Corey had always loved books of puzzles and brainteasers, and had had this love in mind when he first pitched his idea for Castle of Dr. Brain. Maybe, he had thought, such books could even provide him with most of the puzzles he would need. Yet that proved not to be the case when the time came to roll up his sleeves and start making his game. Corey:

The puzzle books were useless. A book advertising “over 60 puzzles and brainteasers” typically had four formats, and 15 puzzles in each format. They might have cryptograms, crossword puzzles, and grid puzzles (“Who lives in the purple house? What’s their job, hobby, and favorite food?”). Most of these are weak in a computer game, and I wanted to have a dozen or more unique puzzles.

Corey wound up creating groupings of puzzles on the various subjects he chose, clustering them together in rooms of Dr. Brain’s castle. First came three math problems, then three puzzles dealing with time. And so on and so on, incorporating among others a word-puzzle room, a robotics-and-computers room, even an astronomy room — all adding up to 24 multifarious puzzles in all. The puzzle books may have proved a dead end, but some of the puzzles that made their way into the game are nevertheless variations on old favorites of one type or another, such as Mastermind, Hangman, and Knights and Knaves. Roughly half of the puzzles, though, are indeed completely original. Unsurprisingly, these are the ones that tend to make the most impact, to the point of being at least vaguely remembered by some old players of Castle of Dr. Brain literally decades after they last saw them.

The robot maze that’s shown above, for instance, is a marvel of elegant, minimalist design, played in real time to make it exciting for youngsters (and oldsters) raised on videogames. You need to collect cards from all of the red “A” symbols by running the little blue robot over them, while avoiding the swirling red-and-purple vortexes, which will swallow it up. Running over the green crosses, meanwhile, will toggle various vortexes off, thus making them safe to travel over, and on, thus making them decidedly unsafe. The robot will always move straight ahead, until it encounters an obstacle in the form of a wall, which will cause it to turn around and go back whence it came. But there is one exception to this rule, an exception that also happens to be the only way you can interact with the puzzle: you can click on any of the intersections marked with four red dots to cause the robot to turn right when it reaches that intersection; click again to turn off this “traffic signal.” And that’s it. From one verb is created a hugely intriguing possibility space.

But most beloved of all might just be the robot-programming puzzle. You need to retrieve certain items out of a locked cabinet by writing a program to move a robot arm through the correct sequence of steps. Besides being a brilliantly original and entertaining puzzle in its own right, it’s also a fine introduction to the joy of programming.

Writing a program to control a robot arm…

…and running it.

To make Castle of Dr. Brain accessible to as wide an audience as possible, Corey Cole implemented three difficulty levels, which the player can change at any time to adjust for those types of puzzles she’s better or worse at. The “expert” level of any given puzzle should offer an enjoyable challenge to almost any adult, while the “novice” level is good even for many children who are younger than the game’s stated minimum age of twelve. Yet Corey didn’t settle for this form of adjustable difficulty alone. He also came up with a mechanic for “puzzle coins” which ties into your final score in the game. You earn coins by completing puzzles, and can then trade them in for hints if a later puzzle has you stumped. Your final score will take a hit in doing so, but this only adds a bit of replayability to a game that’s really not all that long.

The puzzle design constitutes much of what makes the finished game great, but the puzzles aren’t quite the sum total of the experience. Being made using an engine designed first and foremost for adventure games, and by a company and a designer known first and foremost for same, Castle of Dr. Brain is an embodied experience rather than an exercise in purely abstract puzzling. The plot isn’t up to much — “solve puzzles to move through the castle until you meet Dr. Brain and he gives you a job” is all it consists of from beginning to end — but, hey, it’s there. The charming old coot himself even pops up from time to time to offer encouragement. A stronger line connecting Castle of Dr. Brain to the Quest for Glory adventure games in particular comes in the form of the plethora of optional gags and Easter eggs in every area of the castle. You can click on almost anything and get a reaction. From the front door on which you can pound instead of ringing the doorbell to the telephone you can pick up in the good doctor’s inner sanctum, the game is a riot of interactivity, just as any good adventure game should be, paying full attention to what designer Bob Bates calls the “else” of the “if, then, else” logic of adventure design. And Castle of Dr. Brain is full of the same horrid puns and general good nature which mark the Quest for Glory games. I don’t believe Corey Cole is capable of making a game that’s less than thoroughly likable.

Within the framework of adventure lent by the SCI engine, however, Castle of Dr. Brain and its sequel are unique among the Discovery Series — in fact, unique among Sierra’s adventures in general — for a certain spirit of formal innovation. Those other Discovery games mostly look and play like standard Sierra adventures of their time; it’s just that their puzzles and plots are aimed at an ostensibly younger audience. But, perhaps because Corey was himself an experienced SCI programmer, Castle of Dr. Brain dared to shake up the status quo. Replacing the third-person view and visible onscreen avatar of the typical Sierra adventure is a first-person viewpoint. And then, too, the protagonist here goes unnamed and uncharacterized; the protagonist, in other words, is meant to be you. There is much to be said for both third-person and first-person approaches to the graphical adventure, just as there is for both the richly characterized adventure-game protagonist and the “nameless, faceless adventurer” of Zork. For today, I will only say that the choices Corey made here — both departing from the norm at Sierra — strike me as eminently correct for the game he wanted to make and the audience he wanted to reach. To be constantly switching between a third-person “exploration mode” and a series of screen-filling set-piece puzzles would have felt jarring. And then, too, children love nothing better than to imagine themselves inside their entertainments.

So, Corey Cole had good reason to feel proud of the finished game. Proud he was — and is: he still describes Castle of Dr. Brain as the most satisfying single project of his career. And Sierra too had reason to be pleased after the game was released: it became by far the most commercially successful of all the Discovery Series. Corey estimates that it sold over 100,000 copies in its initial full-price form, then another 150,000 copies as a budget re-release. Those numbers were almost comparable to what might be expected from a new Space Quest or Leisure Suit Larry — flashier games with much bigger development budgets. Sierra’s accountants thus couldn’t help but see Castle of Dr. Brain as a bargain, a relatively cheap investment that had made them quite a lot of money.

With numbers like those, and with the series-loving Ken Williams running Sierra, a sequel was inevitable. Corey was ready and eager to helm that project, but he wasn’t given a fair chance to do so. After Castle of Dr. Brain was finished, he was moved back to the programmer’s role he had been able to avoid for a while by making it, assigned the task of porting Sierra’s SCI engine to the Sega Genesis videogame console. He was offered the “opportunity” to design the sequel strictly as a moonlighting project, if he was willing to give up the 1-percent royalty he had received on the first game in favor of a small lump-sum payment. Understandably, he turned down an offer that would have consumed his nights and weekends for many months to come for very little financial reward. The task of designing the sequel was instead handed to one Patrick Bridgemon, a technical writer who had been responsible for many Sierra manuals and hint books, but whose only experience to date working on the games proper had consisted of a polishing-up of the writing in the first Police Quest game for a recent point-and-click remake of same.

Given these circumstances, one would rather expect the game that became known as The Island of Dr. Brain to disappoint. And, indeed, the general critical consensus over the years has tended to paint it as something of a pale shadow of its illustrious predecessor. In this case, though, I find myself in disagreement with the consensus; I don’t think that The Island of Dr. Brain fares badly at all in comparison to its predecessor. Yes, some of the puzzles are cribbed directly from the previous game, and, yes, more old chestnuts do make an appearance; the game’s lowlight is definitely the supremely tedious (is there any other kind?) Tower of Hanoi puzzle. Yet there are also a number of completely original puzzles here which can stand proudly alongside the best puzzles from the earlier game. And, once again, the vast majority of the puzzles, whether original or cribbed, are great fun to solve.

A chemistry puzzle.

There’s a bit more to the plot this time around. Someone has knocked the good doctor over the head — with a pink-flamingo lawn ornament, no less! — and absconded with his most powerful and dangerous invention. In practice, however, the plot still doesn’t really matter all that much. Now duly hired as Dr. Brain’s assistant, you’ve been sent to your boss’s private island to retrieve a vital battery that’s necessary to stop the evil one’s dastardly plan. But you can’t just walk in and pick it up; you have to solve puzzles in order to make your way to the center of the island where the battery lies waiting. As security systems go, this one doesn’t make a whole lot of sense, but there you go. The real point, of course, is the puzzles.

It should be amply clear by now that Bridgemon, doubtless responding to dictates from his managers, adopted a “don’t fix what isn’t broken” approach to the sequel. Still, he did manage to innovate modestly within the established framework. This time out, the puzzles and their solutions are all randomized to one degree or another, thus addressing the most obvious complaint customers who had spent $40 or more on the first game might have made: the fact that it just wasn’t very long at all. The Island of Dr. Brain even sets up a sort of meta-challenge for the truly hardcore. If you solve all 26 puzzles four times on each of the three difficulty levels (!), without using any of your hint coins, you earn the maximum of 1000 points, and are rewarded with a special picture. I can’t say that I can muster up that much dedication today, but it’s easy to imagine a patient youngster taking on the challenge, and thereby getting many, many hours out of the game.

Playing with polynominoes. Eat your heart out, Alexey Pajitnov.

Likewise, the sequel not only embraces its predecessor’s wide range of educational themes but actually expands upon it. Puzzles in The Island of Dr. Brain often deal with the expected: mathematics, spatial logic, computer programming (the logic-gates puzzle is every bit as good as Corey Cole’s programming puzzles from the previous game). At the same time, though, Bridgemon shows no fear of the humanities, despite the latter being a field of knowledge so much less obviously suited to puzzles. The Island of Dr. Brain finds clever ways to dive into foreign languages, musical notation, even masterpieces of literature and the visual arts. One of my favorite puzzles teaches you to identify the works of great artists, from Vincent van Gogh to Jackson Pollock, by their unique styles.

The sequel shipped with an “EncycloAlmanacTionaryOgraphy” in the box, a 104-page book full of information that’s sometimes useful for solving the puzzles but is more often there just to add depth to the topics the puzzles cover. As its name would imply, it’s a glorious mess, a big splat of completely unrelated data — a random cross-section of some tiny portion of all the sheer stuff the human race has learned and done and achieved over the centuries. I love it.

The Island of Dr. Brain didn’t do quite as well as its predecessor had commercially, but sold well enough that these two games would not mark the end of Dr. Thaddeus Egghead Brain’s puzzling career. The second game would be, however, the last of the series to be developed by Sierra in-house. Later entries were given to Bright Star Technology, a developer specializing in educational software which Sierra acquired in 1992 as part of Ken Williams’s general educational push. Those Dr. Brain games — there were five more of them in all, stretching all the way to 1999 — are slicker productions in many ways, but lack their predecessors’ gonzo spirit. They’re just well-made educational products — no more, no less.

Which only leads me to emphasize once again what a pleasure these first two Dr. Brain games still are to play. The EncycloAlmanacTionaryOgraphy nicely illustrates the overarching Dr. Brain take on education. In a world obsessed with specialists and specialties, these games dare to tell us that knowledge in general is a sumptuous banquet which is only made more exciting through variety. A person, they imply, should feel free to become a computer programmer and a poet, a geneticist and a musician. At the risk of offending the many hard-working pedagogues out there, I can’t help but think that much of the reason these particular educational games are so bracing is because of the lack of a formal disciplinarian to say, “No, you can’t follow up a mechanical-engineering problem with an art-appreciation exercise. The child will be confused by such an abrupt shift and will fail to internalize the lessons. Such disparate subject matters should be separated by a reasonable pause, and are best contained in separate software programs designed for the individual needs of disparate educational models….” blah, blah, blah. Just throw it all in there, I say, and let children (and adults) enjoy drinking from the fire hose. I often think that half the modern world’s dysfunction is due to the fact that we’ve all become so specialized — so segregated — that we don’t know how to talk to one another anymore. I believe that we desperately need more Renaissance people, more jacks of all trades, even if that means fewer masters of one. The Dr. Brain games, it would appear, agree with me.

If we set aside the educational aspect and consider the Dr. Brain games purely as puzzle collections, they do suffer in some ways in comparison to The Fool’s Errand, the game I still consider the standard by which all other puzzlers should be measured. The Dr. Brain games were created at the dawn of the age of multimedia computing, when Sierra even more so than most companies was determined to put in every bit of digitized sound and color they could fit onto a reasonable number of floppy disks. Such rather garish presentations perhaps haven’t aged as well as The Fool’s Errand‘s austere, elegant black-and-white look. And the Dr. Brain games lack anything like The Fool’s Errand‘s dazzling structural complexity; structurally, they’re just a collection of standalone puzzles, to be solved one at a time until you solve the last one and win. But of course, all of these alleged negatives could equally be read as positives. Certainly the audiovisuals of Dr. Brain have plenty of goofy charm of their own, and you may very well have more room in your life for a casual series of discrete puzzles than for the all-consuming obsession that The Fool’s Errand can become once you’ve fallen down its rabbit hole.

Unlike many of the Sierra titles from their era, the Discovery Series has never been officially re-released as digital downloads — doubtless thanks once again to that dreaded “educational” tag. Yet they richly deserve to be remembered and, most of all, to be played. I’m therefore going to take the liberty of offering Castle of Dr. Brain and The Island of Dr. Brain for download here. As usual, I’ve included a configuration file that will make them as easy as possible to get running with the aid of DOSBox, whether you’re using a Windows, Macintosh, or Linux machine. Happy puzzling!

(My huge thanks go to Corey Cole, who took the time to correspond with me at length on this phase of his career. Be sure to check out Hero-U: From Rogue to Redemption, a new game in the spirit of the Quest for Glory series which Corey and Lori Ann Cole have created. As of this writing, its release is expected in a matter of weeks.

Other sources include the issues of Sierra’s official magazine from Fall 1991, Fall 1992, and Winter 1992.)

Footnotes

Footnotes
1 The name “Discovery Series” wasn’t actually used until 1992. Before then, the earliest games in the series were sold simply as educational titles, without any further branding.
 
 

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The Sierra Network

Ken Williams got the online religion early or late, depending on how you look at it. Despite running a company whose official name was Sierra On-Line — admittedly, the second part of the name was already being de-emphasized by the end of the 1980s, and would eventually be dropped entirely — he had paid no more attention than most of his peers to the rise of commercial online services like CompuServe. Sierra maintained a modest presence in such places, even agreed to the occasional online chat, but telecommunication was hardly central to their business strategy during the first eight years or so of their existence. All that began to change, however, when a new service called Prodigy made a splashy entrance in 1988.

Almost a decade after CompuServe’s consumer service had been born, Prodigy breezily declared themselves to be the “first consumer online service,” full stop. In so doing, they demonstrated a certain chutzpah in which they would never be lacking, and which would decidedly fail to endear them to most others in their industry. Yet underneath the bluster there was perhaps an honest aspirational vision. Backed by the unlikely partners of Sears and IBM, Prodigy desired to be, to coin a phrase, the online service for the rest of us. They became the first service after the Commodore 64-only QuantumLink to allow access only through a graphical front-end which they themselves provided to their customers. There would be no scrolling green text for their subscribers, but rather attractive screen layouts full of color and even pictures. Preferring to see themselves as the next step in traditional, top-down mass media — the natural successor or at least adjunct to newspapers, magazines, and television — they hewed to this philosophy to the complete exclusion of the user-driven initiatives that had done so much to build the other online services: things like chat, file libraries, and self-organizing communities of interest. (Incredibly, online chat, the killer app that had first gone up on CompuServe in the Dark Ages of 1980, wouldn’t arrive on Prodigy until 1994.)

In compensation, Prodigy planned to offer more content from Big Media than had ever been seen online before, alongside enough online shopping to make any brick-and-mortar mall stroller green with envy. Indeed, it was typical mall shoppers rather than typical computer hobbyists that they were really trying to reach. Rather than hosting chats with the likes of computer-game developers and NASA engineers, they curated question-and-answer forums with such mainstream celebrities as the fitness diva Jane Fonda and the famed sportscaster Howard Cosell. Further, they offered all of this at a flat rate, a first for the industry. The monthly subscription price of $10 — a price which would only buy you about two hours at best on any of the other services — was augmented by online advertising that took full advantage of the graphical front end. In this area as well, then, Prodigy became a pioneer, albeit of a perhaps more dubious stripe.

Prodigy went live on April 11, 1988. From the moment he first logged on later that year, Ken Williams was excited by what he saw there in a way he had never been by CompuServe or any of the other text-based services. He called Prodigy “a preview of the future” in his “President’s Corner” of Sierra’s corporate magazine.

I boot it up in the morning, and I’m greeted with a “front page” that gives headlines on the major news stories of the day. Beside each headline is a number to punch up the text of the feature, which is written in a professional journalistic style. After the front page, I can check the price of my company’s stock through Prodigy’s Dow Jones service. Because I’m a West Coaster and Wall Street opens before I get out of bed each morning, the stock price I see represents the price of my stock as it was within the last fifteen minutes (not what it was after closing last night).

I can also catch the up-to-date prices of other publicly-traded home-software companies or I can check to see if any of the top computer makers has made a big announcement. I also check the local weather, and occasionally the weather of a city I’m to travel to that day (Prodigy will give me a report for almost anywhere), and I always, always read the PC Industry Column by Stewart Alsop III.

If I have time during the morning (but usually at night), I’ll access one of the “interactive magazine” sections of Prodigy. Among the writers for Prodigy are Gene Siskel (of Siskel and Ebert’s At the Movies), Sylvia Porter (finances), Jane Fonda (fitness), Jolian Block (taxes), and a host of others. Each of these people contributes a column worth reading, and the columns are written when news happens, not just once a week or once a month.

It’s great to have this online magazine rack constantly available, but the best part of Prodigy is that you can write the writers. Recently I saw a Gene Siskel review of the movie Parents on Prodigy. As I enjoy such offbeat movies, and Gene appeared to have similar taste, I wrote him a quick note asking if he could recommend similar films. The next day when I booted up the service I had a short note waiting from Gene that contained the names of two other films I would like. Once, I didn’t like a Stewart Alsop column, and I got my aggressions out immediately by sending him a note of disagreement (no response from Stewart was given or expected). I consider this interactivity to be the major plus of this interactive-magazine format.

The reasons for Ken Williams’s immediate enthusiasm for Prodigy aren’t hard to divine in the context of his strategic vision for Sierra and his industry. As we saw in my last article, he was convinced that computers were simply too hard to use, and that the path to more universal acceptance of his company’s products lay in smoothing out the rough edges of being a computer gamer, in commodifying games like any other form of mass media. If this process entailed the loss of some of hacker culture’s old can-do spirit of empowered creativity, well, such was the price of progress; tellingly, and even as he rejected making games for the platform himself, Williams was a great admirer of Nintendo and their carefully-curated walled garden of cartridge-based videogames. Prodigy in the online space, like Nintendo in the console space, was moving in the direction he hoped to take Sierra in the computer-game space.

Yet the example of Prodigy was also more to Ken Williams than just an object marketing lesson from a related industry. It woke him up to the possibilities — the possibilities, that is, for Sierra themselves — in the online space. Williams, in short, wanted in on that action which he was coming to believe would do so much to shape the future not only of computers but of media in general.

In 1989, a new terminal program from an outside programmer reached Sierra by a somewhat circuitous route that wound through their close relationship with Radio Shack. They chose to revise it and publish it as one of their rare forays into application software. Sierra’s On-Line — yes, the name is a little too cute — was designed, in what was fast becoming the typical Sierra fashion, to make going online just that little bit easier for people who didn’t eat and breathe baud rates and transfer protocols. It shipped, for instance, with a script that would do all the work of getting you logged in and signed up with CompuServe for the first time for you, following up that helping hand with a guided tour of the service. (Ken Williams himself may have been most enamored with Prodigy, but that didn’t mean Sierra would ignore the only online service with more than half a million subscribers in 1989.) After that introduction, many tasks could be automated by clicking big, friendly onscreen buttons, sort of an attempt to bring the Prodigy experience to CompuServe. Previous terminal programs, ran Sierra’s marketing line, had been “too complex and intimidating for the average user to want to tackle; one look at a two- or three-inch thick manual, and most people decided they weren’t really all that interested in going online.” Sierra’s On-Line, by contrast, would make online life “available to a much wider audience than before. With a program this easy, convenient, and inexpensive, going online would be within the reach of anyone with a computer and a telephone.”

While there’s no indication that Sierra’s On-Line became a particularly big seller, much less revolutionized the online demographic in the way the company seemed to have hoped, it is illustrative of their thinking as the 1990s loomed. Ditto the “Sierra BBS” which they set up around the same time, sporting enough incoming telephone lines to let 32 people be online at once. Sierra claimed that over 35,000 people were visiting each month by the end of 1989, getting hints for the games and downloading demos, patches, and curiosities like a “3-D Animated Christmas Card” and a standalone version of “Astro Chicken,” an action game embedded in Space Quest III. And at the same time, Sierra became a great booster of Prodigy. In addition to setting up a big presence on the new service proper, they took to dropping signup kits directly into their game boxes, thus getting them into the hands of hundreds of thousands of gamers.

In a 1990 address, Steve Jobs, a visionary who gets lots of credit for the many things he got right but little blame for the equal number of things he got wrong, said that the 1990s would be “the decade of interpersonal computing.” When he said it, he was talking of small-scale connectivity via LANs, not the wide-scale connectivity that was already being enabled by services like CompuServe and Prodigy, much less the epoch-making invention that would be the World Wide Web. Ken Williams responded, rightly, that Jobs was “thinking too small. I agree that ‘interpersonal computing’ — the idea that the individual computer owner will soon find himself acting as part of a bigger connected computer community — is the next step in the evolution of personal computing. But I disagree with Jobs’s vision of the company office as the birthplace of this technology.”

Even as Jobs was articulating his narrow vision of interpersonal computing to an industry conference, Williams had put Sierra to work attempting to forward his own, more expansive view of computing’s future in a more direct fashion than even the Prodigy relationship entailed. On October 31, 1990, Sierra quietly announced that they had begun testing a new, self-standing online service of their own, one that would go far beyond the Sierra BBS. Ken Williams, from the press release:

Sierra is interested in extending our core product-development technology to have multiplayer capabilities. Our long-term goal is to have games, similar to those we now sell, which can be played simultaneously by large groups of people over a wide-area network. We have no plans currently to announce any particular product, any timetable for roll-out, or even any sense of what form a national roll-out might take — e.g., whether we would operate our own network or offer our product through some existing network. This announcement is only made to correct misinformation that may have been leaked by our testers. Whereas we are very excited about this test, it is much too early to speculate as to whether it might lead to some marketable product. We should know more by early next year, at which time we will be able to comment further.

And so, with slightly under 1000 volunteer testers located in the Los Angeles area, a modest slate of classic parlor games like chess and bridge, and heaps of caveats like those above, The Sierra Network was born.

The test “yielded amazing results,” reported another press release the following May: “Many of our testers had never touched a computer before, but were suddenly averaging 20 hours per week and more on TSN.” In choosing the testers, Sierra had deliberately reached out beyond the demographic that typically played computer games, even going so far as to loan computers to those of their non-techie guinea pigs that needed them. Ken Williams had been inspired by his mother, an avid bridge player, to make that game a special priority, as he did the people of her advanced age who tended most frequently to play it — i.e., the least likely of all people to use a computer under normal circumstances.

The influence of Prodigy could be seen all over The Sierra Network, from the graphical interface that was designed to be easy enough for that much-abused least-common denominator, the proverbial grandmother, to the plan for flat-rate pricing of about $12 per month. It’s thus somewhat ironic to note that Prodigy itself was in danger of crashing in flames at the same time that The Sierra Network was getting off the ground. The former service’s membership had soared by 1991 to 600,000, but, as might have been predicted had its administrators looked more closely at the experience of CompuServe and other predecessors, a big chunk of those subscribers were proving more interested in interacting with one another than they were in engaging with the curated content Prodigy and their corporate-media partners provided. This was throwing the financial model all out of whack. Prodigy responded by censoring forum discussions, by limiting email to 30 messages per month, and by raising the subscription price to $15 per month. Some of their subscribers organized a so-called “Cooperative Defense Committee” to fight back, precipitating an internecine conflict the likes of which has never quite been seen before or since. Members of the user resistance claimed Prodigy was reading their emails, and a rumor spread, never to be conclusively proved or disproved, that Prodigy’s software was snooping through the contents of subscribers’ hard drives — thus providing the service with another dubious first as the centerpiece of the first notable spyware scandal in the history of the computer industry. Although the civil war had little obvious effect on the service’s overall subscriber count, which only continued to grow in a bullish environment for the idea of interpersonal computing in general, it cost Prodigy something less tangible but equally precious. After the great PR debacle of 1991, Prodigy would never again enjoy the prestige and influence of their first moment in the sun. Their thunder would increasingly be stolen by America Online, a service launched with much the same aspirations toward mainstream, non-computer-geek Middle America, but one which would prove to be much better managed in the long run.

So, as Sierra charged ahead with their own online service they had object lessons, should they choose to heed them, that managing such a service — especially at flat-rate pricing — was more difficult and expensive than it might first appear to be. In addition to Prodigy, they could look to PlayNet, the service which seven years before had tried to offer at discount prices to owners of Commodore 64 computers a suite of simple board and card games not all that dissimilar from those of the nascent Sierra Network, only to go bust within a few years, largely because little PlayNet had been unable to negotiate the favorable terms with the big telecommunications firms that might have made their business viable. Sierra too, while a big wheel in the computer-game industry, was next to nothing in the eyes of the telecom giants. Yet they believed they could overcome the factors that had killed PlayNet and nearly done in even Prodigy by using their basic service almost as a loss leader for premium content in the form of bigger, meatier games. Ken Williams described The Sierra Network as the cable television of online services. Sure, you could pay a fairly small flat fee and just get the basic package, but to get the online equivalent of HBO you’d have to pay a premium. The folks at Dynamix were already testing an online version of their hit World War I dogfighting simulator Red Baron, and Sierra planned to make two new “theme parks,” called SierraLand and LarryLand, available to subscribers at additional cost by 1992.

On May 6, 1991, Sierra announced that The Sierra Network was officially a go, being spun off as a wholly-owned subsidiary of the parent company. They intended to make it available to most of California at the flat rate of $12 per month by the end of the month, and to the entire country at that rate within a year. In the meantime, subscribers outside of California could gain access for $5 per month plus $2 per hour, still far cheaper than most other online services of the day.

As one might expect, though, early paying members were heavily concentrated in California. Far from being a disadvantage, this situation was in some ways just the opposite. When wildfires burned more than a thousand homes to the ground in northern California, The Sierra Network’s subscribers put together an impromptu emergency-response center to keep everyone updated on the fires’ current course. During happier times, subscribers organized pot lucks and picnics in the non-virtual world. And, inevitably, romance soon sprouted from this fertile soil of friendship; the first Sierra Network marriage proposal took place as early as August 30, 1991.

But Sierra’s ambitions for the service had of course always extended well beyond California. On June 1, 1992, they rolled out, just as they had promised, nationwide flat-rate pricing: $13 per month, with a usage cap of 30 hours per month to head off the sorts of heavy users who had so nearly been the death of Prodigy. To date, the service had been growing at a reasonable if not breathtaking pace despite going virtually un-promoted outside of Sierra’s own magazine, surpassing 25,000 subscribers in the first year. If not enough to set CompuServe, Prodigy, or America Online shaking in their boots, it still wasn’t bad for a service that offered little beyond games and socializing; even a non-gaming something as basic as email had taken months to arrive. Now, with the nationwide roll-out underway in earnest, Sierra launched the biggest advertising blitz in their history to that point, encompassing glossy print and even television. To accommodate the expected surge in subscriptions, the parent company found their online subsidiary their own space, moving them into a building that had formerly been the home of a local Oakhurst steakhouse known as The Old Barn. (The place had been a popular stop for tourists to nearby Yosemite National Park; there was a bit of a problem with trail-weary hikers turning up, marching in through the front door, and asking for a menu without ever noticing the changed signage.)

Ken Williams’s cable-television-inspired “premium packages” also started to come online — and also just as promised — during 1992. For the extra price of $4 per month per package, subscribers could access SierraLand, an online amusement park complete with white-water rafting, mini-golf, a videogame arcade, and paintball; LarryLand, an online casino, a veritable Lost Wages straight out of Leisure Suit Larry in the Land of the Lounge Lizards; and MedievaLand, whose centerpiece was The Shadow of Yserbius, a more limited but better-looking multiplayer CRPG than America Online’s Neverwinter Nights. The truly hardcore could get access to it all, plus unlimited online time, for the low, low price of $150 per month — still a bargain compared to what some people were shelling out just to chat on services like CompuServe.

Ken Williams’s greatest business hero was Walt Disney. He particularly admired Uncle Walt’s talent for turning his cartoon characters into indelible icons of international pop culture, and strove to do the same for the stars of Sierra’s games. In the early 1990s, Larry Laffer, whose gradual transformation from the skeevy pervert of the first Leisure Suit Larry game to lovable loser was by then complete, suddenly started turning up everywhere: on tee-shirts; on coffee mugs; as an opponent in the casual-game collection Hoyle Book of Games; as the proprietor of LarryLand on The Sierra Network; even as the ersatz software mogul behind The Laffer Utilities, a collection of otherwise businesslike MS-DOS add-ons. If Larry never quite became the mainstream icon Sierra wished, you certainly can’t fault them for lack of effort.

To their credit, Sierra had understood from the beginning that the socializing that took place around the games would be at least as important as the games themselves to their subscribers; in this sense at least, they were the polar opposite of Prodigy’s benighted management. “Where people meet people to have fun,” ran The Sierra Network’s early tagline, consciously placing the “people” part before the “fun” of the games. “Playing [offline board and card] games has very little to do with gaming,” wrote Ken Williams. “An evening playing bridge with friends has more to do with the quality of your relationship with your friends than with the actual card-playing.” Sierra worked hard to recreate this chummy atmosphere in an online context.

Even as the various components of The Sierra Network might point back to PlayNet, to Neverwinter Nights, or (in the case of the online Red Baron) to GEnie’s Air Warrior, Ken Williams’s animating vision of the service made it stand out from an online marketplace of increasingly indistinguishable offerings. In the eyes of most modern gamers, the single-player plot-heavy adventure games that are still Sierra’s most famous vintage stock-in-trade might seem to exist at the opposite end of a continuum from the shorter-form grab-and-go games that made up the majority of The Sierra Network’s offerings. Yet Williams didn’t see things that way at all at the time.

In my recent conversation with Judith Pintar, she mentioned how she came to see CompuServe as a sort of virtual space with a spatial architecture of its own, a maze of twisty little passages winding through chat rooms, discussion boards, and online games. While that may have been an idiosyncratic take on CompuServe — an outgrowth of her unique personality — it was one that Ken Williams wanted to make real for everybody on The Sierra Network. To an extent rivaled only by Habitat, the earlier but brief-lived online community Lucasfilm Games had created for QuantumLink, he strained to turn The Sierra Network into an embodied space not at all far removed from the virtual spaces inside his company’s adventure games. Just as much as Sierra’s offline adventure games, their online service was to be a form of “interactive multimedia.” The Sierra Network, Williams had long since declared, was nothing less than “my vehicle for experimenting with virtual reality.” His vision was perhaps summed-up best in a tossed-off line he offered even while the premium “theme parks” were still twinkles in their developers’ eyes: “Wouldn’t it be nice if you could play our games, but all the other characters you ran into were real people?”

The first step a new subscriber took on the service was to make an avatar using the “FaceMaker” program, choosing an age, a sex, a race, a hair style and color, a facial expression, and more; it all added up to an almost infinite range of possibility. Some subscribers tried to construct avatars that looked pretty much like they themselves did — or at least like idealized versions of themselves — but others used The Sierra Network as an opportunity to try out entirely different identities. Such practices, which became known among the subscribers as “masquerading,” weren’t discouraged by the service’s administrators. On the contrary: a single subscriber was allowed to have multiple avatars, and plenty took advantage of that, putting on different looks, personalities, and even genders to suit their mood of any given evening. “Being us, whoever we are, is tough work,” said Jeffrey Leibowitz, The Sierra Network’s director of marketing. “It’s nice sometimes to not be you.” Marketing considered adopting as a slogan “Be all that you can’t be,” a great riff on the United States Army’s longtime slogan of “Be all that you can be,” but it was sadly rejected in the end, probably out of fear of offending delicate patriotic sensibilities.

The Sierra Network wasn’t a collection of services that you used; it was rather a geography of places that you visited.

The sense of embodied physicality was perhaps the key thing that made The Sierra Network so precious to the many — and there are a surprising number of them — who remember it with such nostalgic fondness today. The terminology of a cyber-space is all over Sierra’s own way of talking about the service — sometimes, one senses, for calculated reasons, but other times for unconscious reasons, simply because that terminology seemed the best to use to describe an experience of this nature. So, you didn’t sign into SierraLand or LarryLand, you went there. And once there, you didn’t enter commands or even click buttons; you strolled the midway of the amusement park or the aisles of the casino, looking for something — or someone — that caught your interest. Even the simplest games on The Sierra Network were constructed with this eye toward embodied virtual space; when you played bridge, you saw the table along with your partner and your opponents sitting across it, just as if you were really there. What if online life writ large had eschewed the metaphors of print from the beginning for embodied virtual reality? The Sierra Network takes us as close as we’re likely to get to answering that counter-factual.

By 1992, a real buzz was growing up around online services in general. America Online had an IPO that spring which exceeded all expectations, attracting committed backing from such influential patrons as Microsoft co-founder Paul Allen. Ross Perot, an independent candidate for President of the United States who would manage to attract 18.9 percent of the vote that November, was making news with his proposals for an “electronic town hall,” where citizens across the nation could come together to discuss the issues of the day with the politicians who served them.

The Sierra Network fit right into this zeitgeist, attracting considerable mainstream attention of its own. Noted tech pundit John Dvorak called it nothing less than “the future of telecommunications.” The Washington Post‘s business section wrote about it using words that might have been cribbed directly from Sierra’s own press releases: “If TSN takes off, it could define a new medium — the merger of computer games and online information services into a form of entertainment never seen before. TSN could ultimately propel Sierra into the big leagues, pushing the company far beyond its current annual sales of about $50 million.” Alan Truscott, arguably the world’s foremost authority on the game of bridge, promoted The Sierra Network’s online version of his favorite pastime via his New York Times column on same: “Playing on Sierra is less impersonal than it sounds. From a list of those available, designated by first names or code names, you invite three others to play. Each player designs a face that may or may not be an accurate portrait of themselves, which shows on your computer screen. It is easy to discuss bidding methods, conduct a postmortem, or simply chat.” “It would be wrong to suppose,” he concluded, “that playing bridge in one’s home while linked by computer and telephone to three other players must be an unsocial activity.”

Playing bridge on The Sierra Network.

By some metrics, then, The Sierra Network was doing quite well. Doubtless thanks not least to all this positive press, total subscription revenues jumped from a paltry $266,000 in the first year all the way to $2.825 million in the second.  And yet one stubborn fact couldn’t be disguised by all the good news: Ken Williams’s pet online service just wasn’t making Sierra any money. In fact, it was costing them a bundle. Unusually for this company that saw themselves as a maker of “premium” products with premium prices to match, Sierra had priced their service far too aggressively to ever turn a profit even with the optional packages. They had misjudged the cost of maintaining the computing and networking infrastructure to run the service, misjudged the speed at which telecommunications costs in general would decrease, and misjudged their ability to negotiate with the telecom giants as a paltry $50-million-a-year company.

Nor was the news unadulteratedly positive even on the demand side. By the spring of 1993, Sierra Network membership was showing ominous signs of having already plateaued, or even of having started going in the other direction. Many of the most basic aspects of running an online service — things that companies like CompuServe had been doing for years with apparent ease — were a huge struggle for Sierra. Their service crashed with disconcerting regularity, and they could never seem to catch up to customers’ demands on their bandwidth; trying to connect to The Sierra Network for a casual game of backgammon could often be, as Sierra’s marketing director John Williams put it, like trying to get through to Microsoft’s customer support right after the release of a new version of MS-DOS. In addition to spotty reliability and connectivity, another big problem the service faced in trying to further build its membership rolls was the very fact that it was so exclusively games-focused. The typical pattern on CompuServe or America Online was for customers to sign up with plenty of sober, practical reasons in mind or at least on the tongue — online news, online stock-market quotes, etc. — and then get inadvertently hooked on chat and games. The Sierra Network couldn’t pull the same bait and switch, for the simple reason that it lacked the same bait. To sign up for The Sierra Network, you had to be willing to say up-front that this was strictly an entertainment expense — strictly an indulgence, if you will. For some reason, many potential subscribers — even the ones with gigantic cable-television bills — seemed to find that a hard admission to make.

In the fiscal year ending March 31, 1993, Sierra as a whole turned the wrong kind of corner after years of steady profitability, posting an ugly loss of $12.3 million. While the reasons for this stark downturn extended well beyond the money being spent on The Sierra Network — fodder for future articles on this site — the latter certainly wasn’t helping the situation any. The online service alone lost $5 million that year. To this point, it had cost its parent $7.5 million over and above the revenue it had managed to generate during the period of its existence — or about the cost of making ten single-player multimedia adventure games and then giving them all away for free. Sierra was in the confusing position of having collected a fair number of subscribers for their online service, yet not seeing those numbers translate into less red ink on the bottom line. The annual report for fiscal 1993 reflects the frustration this was causing inside the parent company. “There can be no assurance that costs will not become prohibitive and threaten the economic viability of the network,” it states. “Further, there can be no assurance the revenue growth rate will continue into the future or that The Sierra Network will ever become profitable.” Ken Williams had had high hopes for The Sierra Network — hopes, one might even say, that brought him as close as such a hard-nosed businessman could ever come to real idealism — but he had never been noted for his patience with money-losing ventures. “To obtain necessary funding of our marketing campaigns and new product-development efforts for The Sierra Network,” concludes the annual report, “we sought a strategic partner who could bring capital, a well-respected brand name, and a large customer base.” That partner was to be AT&T. “If you’re a young online service out to compete with the big boys,” wrote John Williams in Sierra’s magazine, “AT&T is the kind of friend you want to have.”

On July 28, 1993, the deal was consummated after months of talks. AT&T bought a 20-percent stake in The Sierra Network, while General Atlantic Partners, a venture-capital firm who had done much to broker the deal, bought another 20 percent. But of almost more import than the initial sale was the statement that the long-term plan was for AT&T “eventually to assume controlling interest.” Sierra, trying to dig themselves out of a financial hole, were gradually divesting from their grandest experiment.

Because it made little sense to continue to call an online service that would be run with decreasing input from Sierra proper The Sierra Network, it was rechristened The ImagiNation Network. In a letter to his subsidiary’s employees, Ken Williams said the things that bosses generally do under such circumstances, promising that “there will be no significant changes as a result of this partnership” — right before informing his charges of all the things that would be changing. For example, they would soon be moving out of The Old Barn and, indeed, out of Oakhurst entirely, with its “inadequate communications links and unreliable electric power.” Instead of continuing as a closed playground curated solely by Sierra, ImagiNation would become “open” to “developers of entertainment, information, and transaction software and services.” In keeping with this new spirit of openness, a bridge of sorts would be built between ImagiNation and Prodigy to allow the latter’s 2.2 million subscribers access to all the delights of SierraLand, LarryLand, and MedievaLand. Thus Ken Williams and his online service came full circle, back to the original motivator.

On November 15, 1994, AT&T bought all remaining ImagiNation shares from Sierra and General Atlantic Partners for $40 million. While the former was still under contract to provide technical support and even to build occasional additions and enhancements, their active role in steering the service ended here if not earlier. In their eyes it was now, depending on which Sierra insider was doing the looking, either a failed experiment or a worthwhile venture that had had to be set free in order to reach its full potential. Sadly, the verdict of history would lean toward holders of the first view.

There is, however, one fascinating might-have-been associated with this final stage of The Sierra Network story. Among the documents in the Sierra archive at the Strong Museum of Play is a letter to Ken Williams from Bill Gates of Microsoft. It’s dated May 5, 1993, and is written in response to the impending initial buy-in by AT&T, which was already an open secret in the tech sector by that date. Gates, it seems, had wanted in on The Sierra Network himself. He’s more than a little miffed that Williams chose AT&T over Microsoft.

I am really disappointed you didn’t talk with us further after we sent our first proposal for working together on your Network. We feel that working with us would have provided the best deal for your shareholders since we would have paid more than AT&T and would have provided more of an outlet for the creative work at Sierra. Some of the key differences between the AT&T and Microsoft proposals are:

A. We believe in the entertainment service. We would have put some of our best people onto scaling up the marketing and technology immediately. AT&T is simply hiring a new person in and seeing what happens while adding priorities relating to new platforms when the focus should be cementing over 200,000 subscribers.

B. All of our online efforts would have been focused on the one network, providing for synergy. AT&T has their Eastlink, Telescript, and other consumer-network efforts completely separated from TSN.

C. Microsoft is focused on online activities. If you had spent more time with Bob Allen and me, the difference would have become clear.

Just why Ken Williams spurned such an enthusiastic, deep-pocketed, and comparatively agile suitor in favor of the rather hidebound AT&T is unknown to me. Had he chosen another course, the latter-day history of his personal passion project would, at the very least, have been very different.

As it happened, though, the most interesting and innovative stage of the former Sierra Network’s history was already behind it by the time Bill Gates wrote his letter. SierraLand, LarryLand, and MedievaLand remained around for some time to come, descending gradually into a homey decrepitude, but AT&T struggled with little success to build anything new and compelling around them. On August 7, 1996, America Online bought the service from AT&T for an undisclosed amount. There its last remnants were gradually engulfed and devoured by its owner’s higher-profile offerings. And thus passed into history Ken Williams’s unique, perhaps impractical but certainly romantic vision for an embodied online community — for, one might even say, the online service as virtual world. It would be many years before our real world would see its like again.

(Sources: the book On the Way to the Web: The Secret History of the Internet and Its Founders by Michael A. Banks; Sierra’s official magazines from Spring 1989, Fall 1989, Spring 1990, Summer 1990, Spring 1991, Summer 1991, Fall 1991, Spring 1992, Fall 1992, Winter 1992, June 1993, Summer 1993, and Holiday 1993; Computer Gaming World of November 1991 and December 1992; Electronic Games of December 1992; New York Times of April 12 1988, May 2 1993, July 18 1993, and August 19 1993; Washington Post of November 9 1992; San Francisco Chronicle of August 7 1996; Matt Barton’s YouTube interview with Susan Manley; press releases, annual reports, and other internal and external documents from the Sierra archive at the Strong Museum of Play.)

 
 

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Sierra at the Cusp of the Multimedia Age

By 1990, life for the programmers and artists who made adventure games for Sierra On-Line had settled down into a predictable pattern. Even-numbered years were King’s Quest years, when the company pulled out all the stops to deliver a new iteration of their flagship series that incorporated all the latest technologies — that looked and sounded better than anything they had ever done before. Odd-numbered years offered a chance to decompress, letting the creative teams apply the techniques that had been developed for King’s Quest to other games — games that were often more eclectic and, to this writer’s mind at least, more interesting — while the marketing people had more time to devise promotional strategies for same. Not coincidentally, Leisure Suit Larry in the Land of the Lounge Lizards and Hero’s Quest: So You Want to Be a Hero, Sierra’s two most successful non-King’s Quest series debuts to date, had each been launched in an odd year. Sierra was making enough games by the dawn of the 1990s that even a King’s Quest year would see the release of plenty of other, non-King’s Quest games. But everyone knew where management’s priorities lay when it came time for Roberta Williams to start to think about King Graham and Daventry once again.

Thus there was never any doubt that King’s Quest V would dominate the agenda for 1990, just as there wasn’t that Ken and Roberta Williams would demand that it be an audiovisual showstopper. The Williamses and their fellow travelers were feeling their oats a bit, and by no means entirely without reason. Following the near-implosion of 1983 and 1984, Sierra had been steadily profitable for half a decade, their gross revenues growing throughout that time at a steady year-by-year clip. Unlike so many other computer-game makers, they hadn’t been damaged very much at all by the arrival of Nintendo and the resurgence of the once dead-and-buried console market; the existence of those events, so cataclysmic for so many of their peers, could never even have been guessed at from a glance at Sierra’s bottom line. While heretofore strident console haters like Trip Hawkins of Electronic Arts swallowed their pride and begged Nintendo for a license, Ken Williams stuck to his guns. Sierra published, as their press releases and annual reports never failed to proclaim, “premium-priced entertainment-software products for the high end of the consumer market” — i.e., for home computers. They hadn’t suffered the identity crisis of their peers, and their strong sense of exactly what kind of products they ought to be making was continuing to pay off.

Which isn’t to say that their business wasn’t evolving in other ways. As Sierra accelerated into a decade which they and many others believed would be marked by a merging of the interactive entertainments coming out of Northern California with the non-interactive entertainments coming out of Southern California, they took on more and more of a studio mentality, in which the programmers who wrote the code for the games would just be one part of a creative whole, no more important — indeed, quite possibly less important — than the artists who illustrated them or the composers who scored them. And nowhere was this new philosophy of game production more in evidence than in the hiring of Bill Davis as “creative director” in July of 1989.

Bill Davis, looking tragically hip in his photo shoot for Sierra’s corporate magazine.

Davis came to Sierra with no experience at all in interactive media, but with a long resume as a television director and animator that included clients like McDonald’s, Burger King, Toyota, NBC, The Children’s Television Workshop, and MacMillan and Co. His work had appeared on Sesame Street, The Electric Company, and The Tonight Show, and a short film he had made on his own time had recently been shown at the Annecy International Animated Film Festival. He was brought in explicitly to “Hollywoodize” Sierra — even if a good part of what that term encompassed in Ken Williams’s view might simply have been seen as smart, effective project management by someone else. Davis:

At Sierra, projects are getting so large, and we are getting so many projects, [that] we are concerned about losing quality. We are going to take some of the techniques that have been used in the film industry to manage gigantic feature projects and apply them here. I think we’ll gain in efficiency along the way also. It will enable many more people to work on a project, finish that project quickly, and not lose quality.

With a storyboard you are able to visualize an entire project at the beginning and locate the pitfalls, the problem areas, ahead of time, before anyone sits down at a computer to work on anything. We won’t have to trash large sections of a game that have been developed because they don’t work with another part of the game. We should be able to prevent those types of things from happening.

The conceptual core of Davis’s approach — and the one that smacked most of Hollywood — was indeed storyboarding, a technique which traditional animators had been using since time immemorial. According to an article published in Sierra’s magazine, “a storyboard might be likened to a comic strip of the whole game on paper, laid out on a large bulletin board. The game designer, the art designer, the lead programmer, and the music director meet in front of the storyboard to familiarize all concerned with all facets of the project. It is here that any problems — technical or otherwise — are brought up and worked out between these four.”

The obvious disadvantage in relying so heavily on this technique drawn from a linear form of media in a game-development context is the simple reality that games are not a linear form of media. Setting aside claimed gains in efficiency which I have no reason to doubt, I fancy I can spot some unforeseen ramifications of the approach in some of the games which would be created using it, with their tendencies to trap the player in unwinnable states if she approaches things in the “wrong” order. Bob Bates of Legend Entertainment once said to me that Sierra games seemed to him to be global “state machines,” as opposed to the more granularly simulated, object-focused games of Infocom and Legend. While this comparison doesn’t hold up on a technical level — the object-oriented language Sierra used to program their SCI engine is actually remarkably similar in conception to Infocom’s ZIL — I believe there’s something to be said for it on a philosophical level.

Nevertheless, Sierra had made their bed with Davis’s storyboard-driven methodology. The veteran game developers working there, who had previously enjoyed virtual free rein to make games using whatever methodology they wished, were now expected to lie in it. With less or more grumbling, they all did so.

King’s Quest V was absolutely stunning to look at in its day, and still looks quite lovely today.

The changes Davis had been hired to implement began to affect the developers immediately after his arrival, but the new process wouldn’t be tested out in its entirety until work began on King’s Quest V some months later. In addition to the new development process, that game would, as per usual for a King’s Quest, mark the beginning of a new technological generation of Sierra adventure games. King’s Quest IV back in 1988 had heralded the arrival of the new, more flexible SCI game engine, along with full orchestral soundtracks for those with the hardware to hear them. Those changes may have seemed big at the time, but they were as nothing compared to Sierra’s latest plans. King’s Quest V would replace its predecessor’s 16-color EGA graphics with 256-color VGA graphics, and would replace its text parser with an entirely mouse-driven point-and-click interface. True to their leader’s analog roots, Davis’s artists were now expected to paint all of the scenes for the game by hand on paper; their work was then digitized, giving the Sierra games of this era a distinctive painterly quality that remains lovely to look at. Whatever else you can say about it, King’s Quest V represented the most dramatic single visual leap forward which Sierra’s games ever had or ever would make — comparable to the leap which King’s Quest IV had made two years before in terms of audio.

In design terms, however, King’s Quest V was just the latest in a long string of lowlights. If anything, it was even worse than the series’s dubious norm. Whether because of Bill Davis’s rigid storyboarding methodology or because of Roberta Williams’s endemic carelessness as a designer, or perhaps both, it’s often described as the absolute nadir of the series in terms of dead ends and nonsensical puzzles. The cognitive dissonance that existed between the series’s designs and the way the games were marketed continued to be as perplexing as it was hilarious. As always, the latest King’s Quest was positioned with one leg in what we might call the pure gaming space, the other in the edutainment space. “Come into the world of King’s Quest V… and bring the family!” trumpeted Sierra’s advertising to accompany appropriately wholesome, family-friendly art. Perhaps the lesson it was meant to impart to the little ones — at least to those of them with serious aspirations of solving it — was that it’s a cruel old world out there, appearances can be deceptive, and you can never trust anyone — least of all an adventure game with Roberta Williams’s name on the box.

Adorable young King’s Quest fans (and one or two confused adults) dress up for a Sierra photo contest. Too bad the game secretly wants to lead them down some blind alley and never let them out again…

But none of that ultimately mattered to Sierra’s bottom line. Justifiably heralded as the beginning of a new era of Sierra adventure gaming upon its release just in time for the Christmas of 1990, King’s Quest V was sold and bought on the basis of its “vivid game scenes, lifelike animation, and breathtaking soundtrack.” Children continued to love the series for all these reasons, while parents continued to see it as a safe choice in a perilous gaming landscape. King’s Quest, in short, had long since become one of the handful of gaming brands that even those who didn’t play games at all might recognize. The Software Publishers Association honored it as the best adventure of 1990, and even Computer Gaming World, normally the most skeptical of the magazines, elected to contradict their lukewarm initial review, get with the program, and make it their adventure of the year as well. Sierra claimed that out of the gate King’s Quest V became the fastest-selling single computer game in the history of the industry. In its first three months on the market, it sold 160,000 copies; in its first fifteen months, more than 300,000 copies. And, even more encouragingly in terms of Sierra’s future prospects, the rapturous reception accorded to the potent combination of 256-color graphics with a point-and-click interface wasn’t confined to their most iconic series. Space Quest IV, the second game developed under the new methodology and technology, marketed more to the teen demographic than the tweens of King’s Quest, hit 100,000 units before its own first ninety days were up.

And there was yet more technological progress in the offing. Huge leap forward though they were, VGA and point-and-click only comprised two-thirds of the major advances Sierra was unveiling for those King’s Quest V buyers who had the right hardware. CD-ROM had been lurking out there for years now, offering almost inconceivable amounts of storage, a prospect which inspired both excitement and fear among computer-game developers and publishers; after all, what could you actually do with 650 MB worth of space? Sierra stormed into the 1990s determined to answer that question. The imagined multimedia future into which CD-ROM would lead the world had had much to do with their hiring of Bill Davis, a man who presumably knew how to make all the rich multimedia content that would be needed to fill all those megabytes.

Roberta Williams takes one of her star turns on the title screen to the CD-ROM version of Mixed-Up Mother Goose.

For their first foray into CD-ROM, Sierra chose Mixed-Up Mother Goose, a charming little educational game of scrambled nursery rhymes which Roberta Williams had first put together in the non-King’s Quest year of 1987. Sierra admitted frankly to choosing it for their first CD-ROM experiment because it was “a relatively small game,” “less expansive than a King’s Quest or Space Quest adventure.” But, having made that concession to practicality, they made few others. In addition to the expected redoing of all the graphics and the conversion to a point-and-click interface, professional actors were hired to voice every line of dialog. Intended as a showpiece and a proof of concept as much as a commercial product, Mixed-Up Mother Goose delivered in fine fashion on the former counts at least. At an industry conference, no less a personage than Bill Gates used it as the grand finale of his presentation on multimedia computing, calling it the “most compelling use of multimedia to date.” Sony chose to make it a pack-in product with their CD-ROM drives.

As befitted its series’s flagship status, King’s Quest V too had been earmarked for CD-ROM from the beginning. There were some early hopes of producing the CD release in tandem with the diskette-based release, but those fell by the wayside in the rush to get the latter done in time for Christmas. King’s Quest V instead shipped on CD in August of 1991, the first of Sierra’s full-fledged adventure games to do so. It featured the talents — admittedly, sometimes the somewhat dubious talents — of more than fifty voice actors. Ken Williams himself coined the term which the industry at large would soon be using to describe such CD-based re-releases of older games: “talkies,” a reference harking back to the period when silent films were being replaced by films with sound. Williams and many others believed that the changes the talkies would bring to the games industry would be every bit as disruptive as those they had brought to cinema all those years ago.

Indeed, Sierra felt that CD-ROM placed them on the cusp of nothing less than a technological and aesthetic media revolution. The company’s history to date had been marked by a slow move away from text: the illustrated text adventures of their earliest days had given way to the animated adventure games that were born with the first King’s Quest, and now the text parsers in those games had given way to a point-and-click interface. CD-ROM would mark the final step in that journey, offering up an immersive multimedia environment built entirely from pictures and animations, from sound and music. Sierra’s Oakhurst, California, campus already included a video-capture studio and a sound studio, and the company was investing heavily in custom hardware and software for merging the analog real world into the digital world of their games. Multimedia wasn’t just a buzzword for Sierra; it was the necessary future of their business.

Taping a scene for Police Quest 3 at Sierra’s in-house video-production facility.

But, as so many others had been doing for so long now, Sierra chafed at the excruciatingly slow progress of CD-ROM, the key to this future, into the homes of their customers. The fact was that building a CD-ROM-capable gaming computer was as expensive as it was confusing. Still, Sierra felt that their own recent history provided grounds for optimism: in the face of expense and confusion, they had succeeded in driving their customers toward sound cards at the tail end of the previous decade, so much so that by 1991 Sound Blaster and Ad Lib cards and their equivalents had found a home in most MS-DOS gamers’ computers. Sierra had accomplished this feat via a two-pronged strategy that addressed the issue from both the supply and demand side of the equation. On the supply side, they had published games — beginning, naturally, with a King’s Quest — which made spectacular use of sound, to such an extent that anyone without a sound card had to feel like she was missing out on a big chunk of the experience. And on the demand side, they had tried to ease their customers’ confusion by endorsing certain sound cards and even selling them directly at discount prices through their magazine.

Now, Sierra tried a similar strategy for CD-ROM. In the fall of 1991, they began selling a “multimedia upgrade kit” directly to their loyal customers for $795. It included a CD-ROM drive, a CD-friendly sound card, a copy of Microsoft Windows with the “multimedia extensions” included, and a selection of CD-based software published by Sierra and others. Yet Sierra’s CD-ROM push wouldn’t prove as immediately fruitful as had their sound-card push; at almost $800, one of these multimedia kits was a much harder sell than a $200 sound card. CD-ROM wouldn’t finally break out on a wide scale among computer owners until 1993, fully eight years after it had first been heralded as the next big revolution in computing. In the meantime, the vast majority of Sierra’s games would continue to ship on floppy disks; with the economics of the situation being what they were, only the more high-profile titles even saw a CD-based release.

While CD-ROM thus continued to wait in the wings where it had already stood for so long, the technological innovations of the disk-based King’s Quest V were more than impressive enough for most gamers. As was typical of a non-King’s Quest year, most of Sierra’s other established series — including Space Quest, Police Quest, and Leisure Suit Larry — got a new iteration in 1991. But the most interesting Sierra adventure game of the year was a one-off called Conquests of the Longbow: The Legend of Robin Hood.

Christy Marx with her husband Peter Ledger, who worked on her games as an illustrator.

Christy Marx, the creator of that game, had a resume which seemed perfectly attuned to the new philosophy of game development which Bill Davis had inculcated at Sierra. Like Davis, she had a background in traditional cartoons and animation, having worked through most of the 1980s as a writer on the Saturday-morning-television beat: penning episodes of G.I. Joe, Dino Riders, and Teenage Mutant Ninja Turtles, and even creating her own cartoon series, Jem and the Holograms, which ran for 65 episodes between 1985 and 1988. In the midst of it all, she had also found time to create her own limited-run comic-book series, Sisterhood of Steel.

Conquests of the Longbow was actually the second game which Marx wrote and designed for Sierra. It followed the Arthurian Conquests of Camelot: The Search for the Grail, released as one of Sierra’s last parser-based games in 1990. (The pair together must vie with The Colonel’s Bequest for most tortured use ever of Sierra’s “Quest” trademark.) Conquests of Camelot is unusually earnest for a vintage Sierra adventure, rich in setting and character, but it’s clear that Marx struggled to master the interactive dimension of her new medium. Certainly the game resoundingly fails to put its best foot forward. The first area most players will visit after leaving Arthur’s castle hits you first with two of the all-time worst examples of the hideous action sequences, disliked by virtually everyone, which Sierra was always shoehorning into their adventure games, then follows them up with a long string of riddles. As you might expect after a beginning like that, it doesn’t take much longer for a maze to rear its ugly head, thus completing the adventure-game trifecta of lazy design.

Conquests of the Longbow draws from a slightly later period in the mythical history of England than does Conquests of Camelot, taking place during the time of King Richard the Lionheart’s captivity in Austria (an era and a story which will ring familiar to anyone who has played Cinemaware’s Defender of the Crown). It’s by no means immune to the problems typical of Sierra adventure games of its vintage: its version of Sherwood Forest is pointlessly large and empty; the linear plot — surely exhaustively storyboarded beforehand — leaves you flailing about for triggers to advance the timeline; at least one or two of the puzzles are far too obscure for their own good. Yet by way of compensation it offers an embarrassment of other riches, including an authentic Medieval board game that’s very engaging in its own right and a real chance to sculpt the Robin Hood you envision — whether you prefer to make him a short-tempered killer or clever trickster or something else entirely. There are even multiple endings, based on the decisions you made throughout the game, that feel organic rather than contrived.

Even more so than that of any of Sierra’s established series, Marx’s sensibility benefits hugely from the step up to VGA graphics. Her writing, so much subtler than the Sierra norm, combines with the fine work of Sierra’s talented art team and some lovely music to create an experience that drips with the atmosphere of Merry Olde England. Marx had, she said, “adored” Robin Hood since she was a small girl, and that passion comes through almost strong enough to make even a design curmudgeon like me forgive her her sins. At any rate, Conquests of the Longbow certainly strikes this reviewer as more engaging than yet more madcap antics of Roger Wilco or Larry Laffer.

And in commercial terms as well, Christy Marx’s second game was surprisingly successful even in the face of such competition. The issue of Sierra’s official magazine dating from the spring of 1992 has it as the company’s biggest current seller, edging out Police Quest 3, Leisure Suit Larry 5, and King’s Quest V. Its commercial performance was undoubtedly helped greatly by a fortuitous coincidence: the second biggest cinematic blockbuster of 1991 was a movie called Robin Hood: Prince of Thieves.

Despite her second game’s success, Marx left Sierra after its completion to return to writing for non-interactive media — a pity, as it seemed she was just starting to get the hang of writing and designing with interactivity in mind. If her trajectory had continued, her next game might have been amazing.

Important as adventure games still were for Sierra during this period, they were no longer the virtual sum total of the company’s offerings, as they had been for a period during the latter 1980s. For all that Ken Williams had entered the new decade determined to make Sierra’s name synonymous with interactive storytelling in the multimedia age, he was determined to diversify as well. By way of accomplishing that goal, Sierra announced on March 27, 1990, the acquisition of Dynamix, a small but well-respected Oregon-based development house that had been founded in 1984 and had since delivered an eclectic mix of original games and ports to various publishers. Of late, they had focused on the crazily disparate genres of 3D vehicle simulations and cinematic adventure games. With Sierra’s in-house developers having the latter category well in-hand, it was the former which most excited Ken Williams — even though he personally was something of a simulation hater. (“Are there any planes, tanks, or automobiles this industry hasn’t done fifty times already?” he had asked almost plaintively just before the Dynamix opportunity presented itself.) Dynamix soon showed him how wise he had been to go with his market research over his personal preferences by gifting Sierra with Red Baron, a superb World War I dog-fighting simulation that became their biggest non-adventure hit since the pre-King’s Quest years, even in the midst of an unexpected glut of similarly-themed games from other publishers.

With Dynamix delivering the goods for the hardcore joystick jockeys, Williams pushed his in-house teams to branch out from adventure games and produce what we today would call “casual” games, targeted at traditionally non-gaming demographics. In fairly short succession, Sierra churned out three separate volumes of Hoyle Book of Games, collections of classic card and board games named after Edmond Hoyle, the eighteenth century’s foremost authority on such matters. The release of special versions of these titles that were designed to run nicely on the black-and-white laptop computers of the day revealed exactly what sorts of customers Sierra was hoping to appeal to.

Another vaguely casual product was something called Jones in the Fast Lane, a computerized board game with a strong resemblance to the old family classic Careers that had first come to Sierra as an unsolicited outside submission. It could be played alone, but that was rather missing the point; it really wanted to be played with up to three others during a high-tech family board-game night. Fun in short doses, but a little too shallow and random to be given the status of classic alongside its likely inspiration, it nevertheless found two great patrons in Ken Williams and Bill Davis, the latter of whom personally shepherded the project to completion. In a measure of the priority it was given as a potential new direction, it became Sierra’s second-ever CD-ROM product, beating even the CD-based King’s Quest V to market. But it never sold all that well despite a big promotional push, and Sierra would never again make anything quite like it.

While casual games had dominated the non-adventure agenda for 1990, education was the big watchword of 1991. Throughout Sierra’s history, their interest in this market had ebbed and flowed. Sometimes they had gone after it enthusiastically, as when they had signed big licensing deals with Disney and Jim Henson of Muppets fame in the mid-1980s; other times, not so much, although, as releases like Mixed-Up Mother Goose and the pseudo-educational gloss that was often placed on King’s Quest show, they never entirely abandoned the market. Now the educational tide was flowing back in again, with Ken Williams having decided that the audiovisual potential of the latest computers would make such products much more appealing to parents and educators. Thus the new “Sierra Discovery Series.” Corey and Lori Ann Cole, the husband-and-wife team behind the successful Quest for Glory adventure series, agreed to take a year off from that series to each design an educational product. The former made the middle- and high-school-focused Castle of Dr. Brain, the latter the elementary-school-focused Mixed-Up Fairy Tales. And other “educational adventures” were in the works for a 1992 release.

Sierra’s pitch for this latest educational initiative was designed to address the permanent existential angst/guilt of modern parents: the fear that their children watched too much television. Educational adventures offered a healthier alternative that wouldn’t be any more taxing on the parents and that would be even more appealing to the children themselves.

Why do children spend so many hours watching TV? This is a question you often hear from concerned parents and teachers. The answer is simple: because the world of TV is one of color, fun, and adventure. It’s an escape from the child’s everyday world. Who wouldn’t want that? But many people are concerned about the passive nature of TV watching. It just isn’t that stimulating for children’s minds.

What if there were something else the child could be doing? Something with equal color and sound and fantasy, but this time the child could jump right through the screen and into the action? Better yet, what if the child could actually learn something while having fun? If you have a personal computer in your home, you already have the first ingredient for enriching your child’s everyday life.

What harried parent could refuse a pitch like that?

While the individual products did more or less well, Ken Williams must have been at least somewhat gratified when he glanced at that aforementioned sales chart for the spring of 1992. Yes, the top four items on the list were all conventional Sierra adventure games — but, tellingly, none of the remaining six titles were.

In all of these initiatives, Williams was chasing a vision of computer gaming’s future which stood in marked contrast to that of many of Sierra’s peers. Even as they hunkered down in the face of the ongoing Nintendo storm to focus on the games and the gamers that had gotten them this far, Sierra chased a broader, more inclusive vision of interactive entertainment — chased a near-future with something for everyone in the stereotypical suburban family. In the Sierra household of Williams’s dreams, 14-year-old Johnny would play Castle of Dr. Brain at school and Space Quest at home; nine-year-old Mary would play Mixed-Up Fairy Tales at school and King’s Quest at home; Dad would play Hoyle on his laptop on business trips; Mom and Dad together would put in some quality time with Leisure Suit Larry in the evenings after the kids were in bed; and the whole family would gather in the living room on a Sunday afternoon for a game of Jones in the Fast Lane.

In keeping with this vision, Sierra’s design staff too was shockingly diverse by the standards of their industry. At one point in 1991, four different women were designing games for Sierra; I’m hard pressed to come up with another developer that was employing even one female designer. Ken Williams wasn’t particularly idealistic, and he certainly was no social activist; he was merely a businessman who believed that he needed to expand the appeal of his products in order to grow his business. Nor did his version of inclusivity extend overly far; his insistence that Sierra’s white-bread games were premium entertainment products, with prices to match, ensured that. Nevertheless, Sierra stood out from the pack of other publishers who were all tripping over each other as they chased after the same group of 12-to-35-year-old single white males.

Ken Williams didn’t keep his vision to himself. Quite the contrary: on the theory that a rising tide lifts all boats, he pushed the other publishers to broaden their own views of who constituted a potential customer. He railed ceaselessly against what he saw as the needless complications of being an MS-DOS gamer: of needing to know a dozen technical terms just to read the minimum specifications printed on a box and thereby know whether your computer could run any given game; of needing to know how to swap expansion cards in and out and configure their IRQ settings; of needing to know how to get around in MS-DOS itself, how to configure extended and expanded memory and set up a custom startup script for almost every new game you purchased. He believed — correctly, it seems to me — that all of these technical complexities restricted the market for computer games to the sorts of personalities who reveled in them, preventing entire potential genres of computer entertainment from ever being explored. As head of the Software Publishers Association Standards Committee, he pushed his colleagues to adopt a standard nomenclature for listing system requirements, and pushed them to adopt a voluntary Hollywood-style standard for rating game content as well before one was imposed on them from outside the industry; he succeeded in the former task, but, for the time being anyway, failed at the latter. He was thrilled when a consortium led by Microsoft published, after much lobbying from him among many others, a standard set of minimum specifications for a so-called “Multimedia Personal Computer. ” The idea behind it was that a customer could purchase a system with the MPC logo on the box and then know that she could purchase any piece of software sporting the same logo in the assurance that it would work on her computer — no muss, no fuss, no parsing of fine-print technical specifications.

Sierra’s most obvious ally in their mission to broaden the demographic for home-computer software was Broderbund. The two companies bore many similarities. Both had been formed way back in the dark ages of 1980 — Broderbund under the alternate spelling of “Brøderbund” — and both remained at bottom family businesses, run by the Williams family in the case of Sierra, by the Carlston family in the case of Broderbund. The Williamses and the Carlstons had been close friends in the early days of what Doug Carlston referred to as the “software brotherhood,” and a certain sense of kinship between these two rare survivors of that formative period had managed to carry through into this very different era of the early 1990s, as had a similar philosophy about the future of their industry. To if anything an even greater extent than Sierra, Broderbund was actually succeeding in the mission of putting their products into the hands of Middle America at large. Their Carmen Sandiego series constituted the most successful edutational products of their time, so popular that Broderbund was putting the final touches on a deal to bring it to television as a children’s quiz show. Their Print Shop posters and banners were an inescapable presence at pot lucks, weddings, and school dances from sea to shining sea. They distributed SimCity, a game which had recently caused a sensation in high-brow newspapers and magazines that normally had no interest in such things. And, if you insisted on a traditional videogame perfect for the traditional teenage-boy player, they had Prince of Persia, a massive platform- and world-spanning hit of the sort that other computer-game publishers — even the similarly-inclined Sierra — simply didn’t produce in those days.

Following the collapse of Mediagenic, Sierra and Broderbund vied for the title of second-biggest publisher of consumer software, trailing only Electronic Arts; this fact alone must stand as strong evidence for the assertion that their shared strategy of broader outreach was a wise one. It therefore sent a shock wave through the industry when on March 8, 1991, Sierra published a blandly written press release stating that the two companies intended to merge. Such a merger would create by far the biggest company in the industry — by far the biggest, most powerful company the industry had ever known.

Looked at strategically, the merger made a lot of sense for reasons beyond the sheer size of the behemoth it would create. Broderbund had never been strong in adventure games, and felt unequipped for the merger of Hollywood and Silicon Valley which everyone, not least Ken Williams, insisted was at the very least a big part of the inevitable future of computer gaming; Sierra, by contrast, had been the first name in graphic adventures for more than a decade, and had invested heavily in that anticipated future. Broderbund also lacked the expertise in high-performance simulations which Sierra had acquired through Dynamix; such hardcore products might not be the most important aspect of the future envisioned by the Williamses and the Carlstons, but all signs pointed to them remaining a solid profit center for a long, long time to come. For their part, Broderbund had managed to create, through careful product curation and brilliant marketing, no less than four of the sort of immediately recognizable Middle American brands which Sierra so coveted, in the form of the aforementioned Carmen Sandiego, The Print Shop, SimCity, and Prince of Persia; the only remotely comparable brand which Sierra possessed was King’s Quest. Broderbund, then, needed Sierra’s technology; Sierra needed Broderbund’s brands and branding expertise. It seemed a match made in heaven.

But then, just three weeks after the merger was announced, another press release stated quietly that it had fallen through. The two parties said that, while they still held one another “in the highest regard,” they just hadn’t been able to come to an agreement on the terms of the merger. The reasons aren’t hard to divine. For all the historical, strategic, and philosophical parallels between the two companies, internally they were very different places. Ken Williams may have changed his public image dramatically since the days when he had played the role of the software industry’s Hugh Hefner, peddling Softporn to the nation’s youth from his Jacuzzi, and Sierra too may not have been playing host to quite the same number of wild parties as in the early days, but it remained a free-wheeling place cast in the image of its hard-charging, gleefully profane boss. The Carlstons, meanwhile, were a religious family, the children of a theologian, clean-cut and clean-living, and the rest of their company had largely followed their example. Officially, the deal would have been an acquisition of Broderbund by Sierra, although both parties were careful to state that this was just to satisfy the financial folks — that it was really a merger of equal partners. Still, word filtered through the industry grapevine that Ken and Roberta Williams had acted like they “owned the place” when they dropped in on Broderbund for a visit, angering the staff there. The Carlstons, who to their immense credit always walked the walk more than they talked the talk of Christian morality, valued their employees like extensions of their own family, and grew deeply concerned when Ken Williams shifted the discussion to possible “redundancies.” Soon after, they apparently nixed the deal.

Had it gone off, the merger would have created a more dominant entity than our own timeline’s consumer-software industry has ever produced. As such, it provides an intriguing ground for what-if speculations — even if, what with absolute power corrupting so absolutely, it was probably better for the industry as a whole that it never happened.

Even as it was, though, Sierra had little room to complain about the state of their business in the first couple of years of the 1990s. Their gross revenues increased by $6 million for the fiscal year ending on March 31, 1991, topping $35 million. The following fiscal year, they increased even more, to $43 million, with the company remaining healthily profitable throughout the period despite major ongoing investments in research and development. By any standard, they were on an admirable upward trajectory, having made more money than the last every year since fiscal 1985, having been profitable since fiscal 1987. Once CD-ROM dropped — it had to someday, right? — who knew how high they could soar.

But CD-ROM wasn’t the only aspect of home computing’s shiny future on which Sierra was banking. Ken Williams had gotten the online religion, and here too Sierra was jumping in with both feet. Next time, we’ll turn our attention to that great adventure.

(Source: Sierra’s corporate magazines from Fall 1989, Spring 1990, Summer 1990, Fall 1990, Spring 1991, Summer 1991, Fall 1991, Spring 1992; Computer Gaming World from March 1991, May 1991, and June 1991; press releases, annual reports, and other internal and external documents from the Sierra archive at the Strong Museum of Play. And my thanks go to Corey Cole, who took the time to answer some questions about this period of Sierra’s history from his perspective as a developer there.)

 
 

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So You Want to Be a Hero?

Lori Ann and Corey Cole

Lori Ann and Corey Cole

Rule #1 is “The Player Must have Fun.” It’s trivially easy for a game designer to “defeat” players. We have all the tools and all the power. The trick is to play on the same side as the players, to tell the story together, and to make them the stars.

That rule is probably the biggest differentiator that made our games special. We didn’t strive to make the toughest, hardest-to-solve puzzles. We focused on the characters, the stories, and making the player the star.

— Corey Cole

It feels thoroughly appropriate that Corey and Lori Ann Cole first met over a game of Dungeons & Dragons. The meeting in question took place at Westercon — the West Coast Science Fantasy Conference — in San Francisco in the summer of 1979. Corey was the Dungeon Master, leading a group of players through an original scenario of his own devising that he would later succeed in getting published as The Tower of Indomitable Circumstance. But on this occasion he found the pretty young woman who was sitting at his table even more interesting than Dungeons & Dragons. Undaunted by mere geography — Corey was programming computers for a living in Southern California while Lori taught school in Arizona — the two struck up a romantic relationship. Within a few years, they were married, settling eventually in San Jose.

They had much in common. As their mutual presence at a convention like Westercon will attest, both the current and the future Cole were lovers of science-fiction and fantasy literature and its frequent corollary, gaming, from well before their first meeting. Their earliest joint endeavor — besides, that is, the joint endeavor of romance — was The Spellbook, a newsletter for tabletop-RPG aficionados which they edited and self-published.

Corey also nurtured an abiding passion for computers that had long since turned into a career. After first learning to program in Fortran and COBOL while still in high school during the early 1970s, his subsequent experiences had constituted a veritable grand tour of some of the most significant developments of this formative decade of creative computing. He logged onto the ARPANET (predecessor of the modern Internet) from a terminal at his chosen alma mater, the University of California, Santa Barbara; played the original Adventure in the classic way, via a paper teletype machine; played games on the PLATO system, including the legendary proto-CRPGs Oubliette and DND that were hosted there. After graduating, he took a job with his father’s company, a manufacturer of computer terminals, traveling the country writing software for customers’ installations. By 1981, he had moved on to become a specialist in word-processing and typesetting software, all the while hacking code and playing games at home on his home-built CP/M computer and his Commodore PET.

When the Atari ST was introduced in 1985, offering an unprecedented amount of power for the price, Corey saw in it the potential to become the everyday computer of the future. He threw himself into this latest passion with abandon, becoming an active member of the influential Bay Area Atari Users Group, a contributor to the new ST magazine STart, and even the founder of a new company, Visionary Systems; the particular vision in question was that of translating his professional programming experience into desktop-publishing software for the ST.

Interestingly, Corey’s passion for computers and computer games was largely not shared by Lori. Like many dedicated players of tabletop RPGs, she always felt the computerized variety to be lacking in texture, story, and most of all freedom. She could enjoy games like Wizardry in bursts with friends, but ultimately found them far too constraining to sustain her interest. And she felt equally frustrated by the limitations of both the parser-driven text adventures of Infocom and the graphical adventures of Sierra. Her disinterest in the status quo of computer gaming would soon prove an ironic asset, prompting her to push her own and Corey’s games in a different and very worthwhile direction.

By early 1988, it was becoming clear that the Atari ST was doomed to remain a niche platform in North America, and thus that Corey’s plan to get rich selling desktop-publishing software for it wasn’t likely to pan out. Meanwhile his chronic asthma was making it increasingly difficult to live in the crowded urban environs of San Jose. The Coles were at one of life’s proverbial crossroads, unsure what to do next.

Then one day they got a call from Carolly Hauksdottir, an old friend from science-fiction fandom — she wrote and sang filk songs with them — who happened to be working now as an artist for Sierra On-Line down in the rural paradise of Oakhurst, California. It seemed she had just come out of a meeting with Sierra’s management in which Ken Williams had stated emphatically that they needed to get back into the CRPG market. Since their brief association with Richard Garriott, which had led to their releasing Ultima II and re-releasing Ultima I, Sierra’s presence in CRPGs had amounted to a single game called Wrath of Denethenor, a middling effort for the Apple II and Commodore 64 sold to them by an outside developer. As that meager record will attest, Ken had never heretofore made the genre much of a priority. But of late the market for CRPGs showed signs of exploding, as evidenced by the huge success of other publishers’ releases like The Bard’s Tale and Ultima IV.  To get themselves a piece of that action, Ken stated in his typical grandiose style that Sierra would need to hire “a published, award-winning, tournament-level Dungeon Master” and set him loose with their latest technology. Corey and Lori quickly reasoned that The Tower of Indomitable Circumstances had been published by the small tabletop publisher Judges Guild, as had their newsletter by themselves; that Corey had once won a tournament at Gen Con as a player; and that together they had once created and run a tournament scenario for a Doctor Who convention. Between the two of them, then, they were indeed “published, award-winning, tournament-level Dungeon Masters.” Right?

Well, perhaps they weren’t quite what Ken had in mind after all. When Corey called to offer their services, at any rate, he sounded decidedly skeptical. He was much more intrigued by another skill Corey mentioned in passing: his talent for programming the Atari ST. Sierra had exactly one programmer who knew anything about the ST, and was under the gun to get their new SCI engine ported over to that platform as quickly as possible. Ken wound up hiring Corey for this task, waving aside the initial reason for Corey’s call with the vague statement that “we’ll talk about game design later.”

What with Corey filling such an urgent need on another front, one can easily imagine Ken’s “later” never arriving at all. Corey, however, never stopped bringing up game design, and with it the talents of his wife that he thought would make her perfect for the role. While he thought that the SCI engine, despite its alleged universal applicability, could never be used to power a convincing hardcore CRPG of the Bard’s Tale/Ultima stripe, he did believe it could serve very well as the base for a hybrid game — part CRPG, part traditional Sierra adventure game. Such a hybrid would suit Lori just fine; her whole interest in the idea of designing computer games was “to bring storytelling and [the] interesting plot lines of books and tabletop role-playing into the hack-and-slash thrill of a computer game.” Given the technological constraints of the time, a hybrid actually seemed a far better vehicle for accomplishing that than a hardcore CRPG.

So, while Corey programmed in Sierra’s offices, Lori sat at home with their young son, sketching out a game. In fact, knowing that Sierra’s entire business model revolved around game series rather than one-offs, she sketched out a plan for four games, each taking place in a different milieu corresponding to one of the four points of the compass, one of the four seasons, and one of the four classical elements of Earth, Fire, Air, and Water. As was typical of CRPGs of this period, the player would be able to transfer the same character, evolving and growing in power all the while, into each successive game in the series.

With his established tabletop-RPG designer still not having turned up, Ken finally relented and brought Lori on to make her hybrid game. But the programmer with whom she was initially teamed was very religious, and refused to continue when he learned that the player would have the option of choosing a “thief” class. And so, after finishing up some of his porting projects, Corey joined her on what they were now calling Hero’s Quest I: So You Want to Be a Hero. Painted in the broadest strokes, he became what he describes as the “left brain” to Lori’s “right brain” on the project, focusing on the details of systems and rules while Lori handled the broader aspects of plot and setting. Still, these generalized roles were by no means absolute. It was Corey, for instance, an incorrigible punster — so don’t incorrige him! — who contributed most of the horrid puns that abound throughout the finished game.

Less than hardcore though they envisioned their hybrid to be, Lori and Corey nevertheless wanted to do far more than simply graft a few statistics and a combat engine onto a typical Sierra adventure game. They would offer their player the choice of three classes, each with its own approach to solving problems: through combat and brute force in the case of the fighter, through spells in the case of the magic user, through finesse and trickery in the case of the thief. This meant that the Coles would in effect have to design Hero’s Quest three times, twining together an intricate tapestry of differing solutions to its problems. Considering this reality, one inevitably thinks of what Ron Gilbert said immediately after finishing Maniac Mansion, a game in which the player could select her own team of protagonists but one notably free of the additional complications engendered by Hero’s Quest‘s emergent CRPG mechanics: “I’m never doing that again!” The Coles, however, would not only do it again — in fact, four times more — but they would consistently do it well, succeeding at the tricky task of genre blending where designers as talented as Brian Moriarty had stumbled.

Instead of thinking in terms of “puzzles,” the Coles preferred to think in terms of “problems.” In Hero’s Quest, many of these problems can be treated like a traditional adventure-game puzzle and overcome using your own logic. But it’s often possible to power through the same problem using your character’s skills and abilities. This quality makes it blessedly difficult to get yourself well-and-truly, permanently stuck. Let’s say you need to get a fish from a fisherman in order to get past the bear who’s blocking your passage across a river. You might, in traditional adventure-game style, use another item you found somewhere to repair his leaky boat, thus causing him to give you a fish as a small token of his appreciation. But you might also, if your character’s intelligence score is high enough, be able to convince him to give you a fish through logical persuasion alone. Or you might bypass the whole question of the fish entirely if your character is strong and skilled enough to defeat the bear in combat. Moriarty’s Beyond Zork tries to accomplish a superficially similar blending of the hard-coded adventure game and the emergent CRPG, but does so far less flexibly, dividing its problems rather arbitrarily into those soluble by adventure-game means and those soluble by CRPG means. The result for the player is often confusion, as things that ought to work fail to do so simply because a problem fell into the wrong category. Hero’s Quest was the first to get the blending right.

Based on incremental skill and attribute improvements rather than employing the more monolithic level-based structure of Dungeons & Dragons, the core of the Hero’s Quest game system reached back to a system of tabletop rules the Coles had begun formulating years before setting to work on their first computer game. It has the advantage of offering nearly constant feedback, a nearly constant sense of progress even if you happen to be stuck on one of the more concrete problems in the game. Spend some time bashing monsters, and your character’s “weapons use” score along with his strength and agility will go up; practice throwing daggers on the game’s handy target range, and his “throwing” skill will increase a little with almost every toss. Although you choose a class for your character at the outset, there’s nothing preventing you from building up a magic user who’s also pretty handy with a sword, or a fighter who knows how to throw a spell or two. You’ll just have to sacrifice some points in the beginning to get a start in the non-core discipline, then keep on practicing.


If forced to choose one adjective to describe Hero’s Quest and the series it spawned as a whole, I would have to go with “generous” — not, as the regular readers among you can doubtless attest, an adjective I commonly apply to Sierra games in general. Hero’s Quest‘s generosity extends far beyond its lack of the sudden deaths, incomprehensible puzzles, hidden dead ends, and generalized player abuse that were so typical of Sierra designs. Departing from Sierra’s other series with their King Grahams, Rosellas, Roger Wilcos, and Larry Laffers, the Coles elected not to name or characterize their hero, preferring to let their players imagine and sculpt the character each of them wanted to play. Even within the framework of a given character class, alternate approaches and puzzle — er, problem — solutions abound, while the environment is fleshed-out to a degree unprecedented in a Sierra adventure game. Virtually every reasonable action, not to mention plenty of unreasonable ones, will give some sort of response, some acknowledgement of your cleverness, curiosity, or sense of humor. Almost any way you prefer to approach your role is viable. For instance, while it’s possible to leave behind a trail of monstrous carnage worthy of a Bard’s Tale game, it’s also possible to complete the entire game without taking a single life. The game is so responsive to your will that the few places where it does fall down a bit, such as in not allowing you to choose the sex of your character — resource constraints led the Coles to make the hero male-only — stand out more in contrast to how flexible the rest of this particular game is than they do in contrast to most other games of the period.

Hero's Quest's unabashedly positive message feels particularly bracing in this current Age of Irony of ours.

Hero’s Quest‘s message of positive empowerment feels particularly bracing in our current age of antiheroes and murky morality.

Indeed, Hero’s Quest is such a design outlier from the other Sierra games of its era that I contacted the Coles with the explicit goal of coming to understand just how it could have come out so differently. Corey took me back all the way to the mid-1970s, to one of his formative experiences as a computer programmer and game designer alike, when he wrote a simple player-versus-computer tic-tac-toe game for a time-shared system to which he had access. “Originally,” he says, “it played perfectly, always winning or drawing, and nobody played it for long. After I introduced random play errors by the computer, so that a lucky player could occasionally win, people got hooked on the game.” From this “ah-ha!” moment and a few others like it was born the Coles’ Rule #1 for game design: “The player must always have fun.” “We try to remember that rule,” says Corey, “every time we create a potentially frustrating puzzle.” The trick, as he describes it, is to make “the puzzles and challenges feel difficult, yet give the player a chance to succeed after reasonable effort.” Which leads us to Rule #2: “The player wants to win.” “We aren’t here to antagonize the players,” he says. “We work with them in a cooperative storytelling effort. If the player fails, everybody loses; we want to see everyone win.”

Although their professional credits in the realm of game design were all but nonexistent at the time they came to Sierra, the Coles were nevertheless used to thinking about games far more deeply than was the norm in Oakhurst. They were, for one thing, dedicated players of games, very much in tune with the experience of being a player, whether sitting behind a table or a computer. Ken Williams, by contrast, had no interest in tabletop games, and had sat down and played for himself exactly one computerized adventure game in his life (that game being, characteristically for Ken, the ribald original Softporn). While Roberta Williams had been inspired to create Mystery House by the original Adventure and some of the early Scott Adams games, her experience as a player never extended much beyond those primitive early text adventures; she was soon telling interviewers that she “didn’t have the time” to actually play games. Most of Sierra’s other design staff came to the role through the back door of being working artists, writers, or programmers, not through the obvious front door of loving games as a pursuit unto themselves. Corey states bluntly that “almost nobody there played [emphasis mine] games.” The isolation from the ordinary player’s experience that led to so many bad designs was actually encouraged by Ken Williams; he suggested that his staffers not look too much at what the competition was doing out of some misguided desire to preserve the “originality” of Sierra’s own games.

But the Coles were a little different than the majority of said staffers. Corey points out that they were both over thirty by the time they started at Sierra. They had, he notes, also “traveled a fair amount,” and “both the real-life experience and extensive tabletop-gaming experience gave [us] a more ‘mature’ attitude toward game development, especially that the designer is a partner to the player, not an antagonist to be overcome.” Given the wealth of experience with games and ideas about how games ought to be that they brought with them to Sierra, the Coles probably benefited as much from the laissez-faire approach to game-making engendered by Ken Williams as some of the other designers perhaps suffered from the same lack of direction. Certainly Ken’s personal guidance was only sporadic, and often inconsistent. Corey:

Once in a while, Ken Williams would wander through the development area — it might happen two or three times in a day, or more likely the visits might be three weeks apart. Everyone learned that it was essential to show Ken some really cool sequence or feature that he hadn’t seen before. You only showed him one such sequence because you needed to reserve two more in case he came back the same day.

Our first (and Sierra’s first) Producer, Guruka Singh Khalsa, taught us the “Ken Williams Rule” based on something Robert Heinlein wrote: “That which he tells you three times is true.” Ken constantly came up with half-baked ideas, some of them amazing, some terrible, and some impractical. If he said something once, you nodded in agreement. Twice, you sat up and listened. Anything he said three times was law and had to be done. While Ken mostly played a management role at Sierra, he also had some great creative ideas that really improved our games. Of course, it takes fifteen seconds to express an idea, and sometimes days or weeks to make it work. That’s why we ignored the half-baked, non-repeated suggestions.

The Coles had no affinity for any of Sierra’s extant games; they considered them “unfair and not much fun.” Yet the process of game development at Sierra was so unstructured that they had little sense of really reacting against them either.  As I mentioned earlier, Lori didn’t much care for any of the adventure games she had seen, from any company. She wouldn’t change her position until she played Lucasfilm Games’s The Secret of Monkey Island in 1990. After that experience, she became a great fan of the Lucasfilm adventures, enjoying them far more than the works of her fellow designers at Sierra. For now, though, rather than emulating existing computerized adventure or RPG games, the Coles strove to re-create the experience of sitting at a table with a great storytelling game master at its head.

Looking beyond issues of pure design, another sign of the Coles’ relatively broad experience in life and games can be seen in their choice of settings. Rather than settling for the generic “lazy Medieval” settings so typical of Dungeons & Dragons-derived computer games then and now, they planned their series as a hall of windows into some of the richest myths and legends of our own planet. The first game, which corresponded in Lori’s grand scheme for the series as a whole to the direction North, the season Spring, and the element Earth, is at first glance the most traditional of the series’s settings. This choice was very much a conscious one, planned to help the series attract an initial group of players and get some commercial traction; bullish as he was on series in general, Ken Williams wasn’t particularly noted for his patience with new ones that didn’t start pulling their own weight within a game or two. Look a little closer, though, and even the first game’s lush fantasy landscape, full of creatures that seem to have been lifted straight out of a Dungeons & Dragons Monster Manual, stands out as fairly unique. Inspired by an interest in German culture that had its roots in the year Corey had spent as a high-school exchange student in West Berlin back in 1971 and 1972, the Coles made their Medieval setting distinctly Germanic, as is highlighted by the name of the town around which the action centers: Spielburg. (Needless to say, the same name is also an example of the Coles’ love of puns and pop-culture in-joking.) Later games would roam still much further afield from the lazy-Medieval norm. The second, for instance, moves into an Arabian Nights milieu, while still later ones explore the myths and legends of Africa, Eastern Europe, and Greece. The Coles’ determination to inject a little world music into the cultural soundtracks of their mostly young players stands out as downright noble. Their series doubtless prompted more than a few blinkered teenage boys to begin to realize what a big old interesting world there really is out there.

Hero's Quest

Of course, neither the first Hero’s Quest nor any of the later ones in the series would be entirely faultless. Sierra suffered from the persistent delusion that their SCI engine was a truly universal hammer suitable for every sort of nail, leading them to incorporate action sequences into almost every one of their adventure games. These are almost invariably excruciating, afflicted with slow response times and imprecise, clumsy controls. Hero’s Quest, alas, isn’t an exception from this dubious norm. It has an action-oriented combat engine so unresponsive that no one I’ve ever talked to tries to do anything with it but just pound on the “attack” key until the monster is dead or it’s obviously time to run away. And then there are some move-exactly-right-or-you’re-dead sequences in the end game that are almost as frustrating as some of the ones found in Sierra’s other series. But still, far more important in the end are all the things Hero’s Quest does right, and more often than not in marked contrast to just about every other Sierra game of its era.

Hero’s Quest was slated into Sierra’s release schedule for Christmas 1989, part of a diverse lineup of holiday releases that also included the third Leisure Suit Larry game from the ever-prolific Al Lowe and something called The Colonel’s Bequest, a bit of a departure for Roberta Williams in the form of an Agatha Christie-style cozy murder mystery. With no new King’s Quest game on offer that year, Hero’s Quest, the only fantasy release among Sierra’s 1989 lineup, rather unexpectedly took up much of its slack. As pre-orders piled up to such an extent that Sierra projected needing to press 100,000 copies right off the bat just to meet the holiday demand, Corey struggled desperately with a sequence — the kobold cave, for those of you who have played the game already — that just wouldn’t come together. At last he brokered a deal to withhold only the disk that would contain that sequence from the duplicators. In a single feverish week, he rewrote it from scratch. The withheld disk was then duplicated in time to join the rest, and the game as a whole shipped on schedule, largely if not entirely bug-free. Even more impressively, it was, despite receiving absolutely no outside beta-testing — Sierra still had no way of seriously evaluating ordinary players’ reactions to a game before release — every bit as friendly, flexible, and soluble as the Coles had always envisioned it to be.

Hero's Quest

The game became the hit its pre-orders had indicated it would, its sales outpacing even the new Leisure Suit Larry and Roberta Williams’s new game by a comfortable margin that holiday season. The reviews were superlative; Questbusters‘s reviewer pronounced it “honestly the most fun I’ve had with any game in years,” and Computer Gaming World made it their “Adventure Game of the Year.” While it would be nice to attribute this success entirely to the public embracing its fine design sensibilities, which they had learned of via all the fine reviews, its sales numbers undoubtedly had much to do with its good fortune in being released during this year without a King’s Quest. Hero’s Quest was for many a harried parent and greedy child alike the closest analogue to Roberta Williams’s blockbuster series among the new releases on store shelves. The game sold over 130,000 copies in its first year on the market, about 200,000 copies in all in its original version, then another 100,000 copies when it was remade in 1992 using Sierra’s latest technology. Such numbers were, if not quite in the same tier as a King’s Quest, certainly nothing to sneeze at. In creative and commercial terms alike, the Coles’ series was off to a fine start.

At the instant of Hero’s Quest‘s release, Sierra was just embarking on a major transition in their approach to game-making. Ken Williams had decided it was time at last to make the huge leap from the EGA graphics standard, which could display just 16 colors onscreen from a palette of 64, to VGA, which could display 256 colors from a palette of 262,144. To help accomplish this transition, he had hired Bill Davis, a seasoned Hollywood animator, in the new role of Sierra’s “Creative Director” in July of 1989. Davis systematized Sierra’s heretofore laissez-faire approach to game development into a rigidly formulated Hollywood-style production pipeline. Under his scheme, the artists would now be isolated from the programmers and designers; inter-team communication would happen only through a bureaucratic paper trail.

The changes inevitably disrupted Sierra’s game-making operation, which of late had been churning out new adventure games at a rate of about half a dozen per year. Many of the company’s resources for 1990 were being poured into King’s Quest V, which was intended, as had been the norm for that series since the beginning, to be the big showpiece game demonstrating all the company’s latest goodies, including not only 256-color VGA graphics but also a new Lucasfilm Games-style point-and-click interface in lieu of the old text parser. King’s Quest V would of course be Sierra’s big title for Christmas. They had only two other adventure games on their schedule for 1990, both begun using the older technology and development methodology well before the end of 1989 and both planned for release in the first half of the new year. One, an Arthurian game by an established writer for television named Christy Marx, was called Conquests of Camelot: The Search for the Grail (thus winning the prize of being the most strained application of Sierra’s cherished “Quest” moniker ever). The other, a foray into Tom Clancy-style techno-thriller territory by Police Quest designer Jim Walls, was called Code-Name: ICEMAN. Though they had every reason to believe that King’s Quest V would become another major hit, Sierra was decidedly uncertain about the prospects of these other two games. They felt they needed at least one more game in an established series if they hoped to maintain the commercial momentum they’d been building up in recent years. Yet it wasn’t clear where that game was to come from; one side effect of the transition to VGA graphics was that art took much longer to create, and games thus took longer to make. Lori and Corey were called into a meeting and given two options. One, which Lori at least remembers management being strongly in favor of, was to make the second game in their series using Sierra’s older EGA- and parser-driven technology, getting it out in time to become King’s Quest V‘s running mate for the Christmas of 1990. The other was to be moved in some capacity to the King’s Quest V project, with the opportunity to return to Hero’s Quest only at some uncertain future date. They chose — or were pushed into — the former.

Despite using the older technology, their second game was, at Davis’s insistence, created using the newer production methodology. This meant among other things that the artists, now isolated from the rest of the developers, had to create the background scenes on paper; their pictures were then scanned in for use in the game. I’d like to reserve the full details of Sierra’s dramatically changed production methodology for another article, where I can give them their proper due. Suffice for today to say that, while necessary in many respects for a VGA game, the new processes struck everyone as a strange way to create a game using the sharply limited EGA color palette. By far the most obvious difference they made was that everything seemed to take much longer. Lori Ann Cole:

We got the worst of both worlds. We got a new [development] system that had never been tried before, and all the bugs that went with that. And we were doing it under the old-school technology where the colors weren’t as good and all that. We were under a new administration with a different way of treating people. We got time clocks; we had to punch in a number to get into the office so that we would work the set number of hours. We had all of a sudden gone from this free-form company to an authoritarian one: “This is the hours you have to work. Programmers will work over here and artists will work over there, and only their bosses can talk to one another; you can’t talk to the artist that’s doing the art.”

Some of the Coles’ frustrations with the new regime came out in the game they were making. Have a close look at the name of Raseir, an oppressed city — sort of an Arabian Nights version of Nineteen Eighty-Four — where the climax of the game occurs.

Scheduled for a late September release, exactly one year after the release of the first Hero’s Quest, the second game shipped two months behind schedule, coming out far too close to Christmas to have a prayer of fully capitalizing on the holiday rush. And then when it did finally ship, it didn’t even ship as Hero’s Quest II.

Quest for Glory II

In 1989, the same year that Sierra had released the first Hero’s Quest, the British division of the multi-national toys and games giant Milton Bradley had released HeroQuest, a sort of board-gameified version of Dungeons & Dragons. They managed to register their trademark on the name for Europe shortly before Sierra registered theirs for Europe and North America. After the board game turned into a big European success, Milton Bradley elected to bring it to North America the following year, whilst also entering into talks with some British developers about turning it into a computer game. Clearly something had to be done about the name conflict, and thanks to their having registered the trademark first Milton Bradley believed they had the upper hand. When the bigger company’s lawyers came calling, Sierra, unwilling to get entangled in an expensive lawsuit they probably couldn’t win anyway, signed a settlement that not only demanded they change the name of their series but also stated that they couldn’t even continue using the old name long enough to properly advertise that “Hero’s Quest has a new name!” Thus when Hero’s Quest and its nearly finished sequel were hastily rechristened Quest for Glory, the event was announced only via a single four-sentence press release.

So, a veritable perfect storm of circumstances had conspired to undermine the commercial prospects of the newly rechristened Quest for Glory II: Trial by Fire. Sierra’s last parser-driven 16-color game, it was going head to head with the technological wonder that was King’s Quest V — another fantasy game to boot. Due to its late release, it lost the chance to pick up even many or most of the scraps King’s Quest V might have left it. And finally, the name change meant that the very idea of a Quest for Glory II struck most Sierra fans as a complete non sequitur; they had no idea what game it was allegedly a sequel to. Under the circumstances, it’s remarkable that Quest for Glory II performed as well as it did. It sold an estimated 110,000 to 120,000 copies — not quite the hit its predecessor had been, but not quite the flop one could so easily imagine the newer game becoming under the circumstances either. Sales were still strong enough that this eminently worthy series was allowed to continue.


As a finished game, Quest for Glory II betrays relatively little sign of its difficult gestation, even if there are perhaps just a few more rough edges in comparison to its predecessor. The most common complaint is that the much more intricate and linear plot this time out can lead to a fair amount of time spent waiting for the next plot event to fire, with few concrete goals to achieve in the meantime. This syndrome can especially afflict those players who’ve elected to transfer in an established character from the first game, and thus have little need for the grinding with which newbies are likely to occupy themselves. At the same time, though, the new emphasis on plot isn’t entirely unwelcome in light of the almost complete lack of same in the first game, while the setting this time out of a desert land drawn from the Arabian Nights is even more interesting than was that of the previous game. The leisurely pace can make Quest for Glory II feel like a sort of vacation simulator, a relaxing computerized holiday spent chatting with the locals, sampling the cuisine, enjoying belly dances and poetry readings, and shopping in the bazaars. (Indeed, your first challenge in the game is one all too familiar to every tourist in a new land: converting the money you brought with you from Spielburg into the local currency.) I’ve actually heard Quest for Glory II described by a fair number of players as their favorite in the entire series. If push comes to shove, I’d probably have to say that I slightly prefer the first game, but I wouldn’t want to be without either of them. Certainly Quest for Glory II is about as fine a swan song for the era of parser-driven Sierra graphical adventures as one could possibly hope for.

The combat system used in the Quest for Glory games would change constantly. The one found in the second game is a little more responsive and playable than its predecessor.

The combat system used in the Quest for Glory games would change constantly from game to game. The one found in the second game is a little more responsive and playable than its predecessor.

Had more adventure-game designers at Sierra and elsewhere followed the Coles’ lead, the history of the genre might have been played out quite differently. As it is, though, we’ll have to be content with the games we do have. I’d hugely encourage any of you who haven’t played the Quest for Glory games to give them a shot — preferably in order, transferring the same character from game to game, just as the Coles ideally intended it. Thanks to our friends at GOG.com, they’re available for purchase today in a painless one-click install for modern systems. They remain as funny, likable, and, yes, generous as ever.

We’ll be returning to the Coles in due course to tell the rest of their series’s story. Next time, though, we’ll turn our attention to the Apple Macintosh, a platform we’ve been neglecting a bit of late, to see how it was faring as the 1990s were fast approaching.

Hero's Quest

(Sources: Questbusters of December 1989; Computer Gaming World of September 1990 and April 1991; Sierra’s newsletters dated Autumn 1989, Spring 1990, Summer 1991, Spring 1992, and Autumn 1992; Antic of August 1986; STart of Summer 1986; Dragon of October 1991; press releases and annual reports found in the Sierra archive at the Strong Museum of Play. Online sources include Matt Chats 173 and 174; Lori Ann Cole’s interview with Adventure Classic Gaming; Lori and Corey’s appearance on the Space Venture podcast; and various entries on the Coles’ own blog. But my biggest resource at all has been the Coles themselves, who took the time to patiently answer my many nit-picky questions at length. Thank you, Corey and Lori! And finally, courtesy of Corey and Lori, a little bonus for the truly dedicated among you who have read this far: some pages from an issue of their newsletter The Spell Book, including Corey’s take on “Fantasy Gaming Via Computer” circa summer 1982.)

 
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Posted by on September 9, 2016 in Digital Antiquaria, Interactive Fiction

 

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Sierra Gets Creative

Coming out of Sierra On-Line’s 1984 near-death experience, Ken Williams made a prognostication from which he would never waver: that the real future of home as well as business computing lay with the open, widely cloned hardware architecture of IBM’s computers, running Microsoft’s operating systems. He therefore established and nurtured a close relationship with Radio Shack, whose Tandy 1000 was by far the most consumer-friendly of the mid-1980s clones, and settled down to wait for the winds of the industry as a whole to start to blow his way. But that wait turned into a much longer one than he had ever anticipated. As each new Christmas approached, Ken predicted that this one must be the one where the winds would change, only to witness another holiday season dominated by the cheap and colorful Commodore 64, leaving the MS-DOS machines as relative afterthoughts.

MS-DOS was, mind you, a slowly growing afterthought, one on which Sierra was able to feed surprisingly well. Their unique relationship with Radio Shack in particular made them the envy of other publishers, allowing them as it did to sell their games almost without competition in thousands of stores nationwide. That strategic advantage among others helped Sierra to grow from $4.7 million in gross sales in the fiscal year ending on March 31, 1986, to almost $7 million the following fiscal year.

This sales history from a Sierra prospectus illustrates just how dramatically the company's customer changed almost overnight when Ken Williams made the decision to abandon what he dismissed as the "toy computers" to concentrate on the Apple II and especially MS-DOS markets.

This sales history from a Sierra prospectus illustrates just how dramatically the company’s customer base changed when Ken Williams made the decision to abandon what he dismissed as the “toy computers” to concentrate on the Apple II and especially the MS-DOS markets.

Still, such incrementalism was hardly a natural fit for Ken Williams’s personality; he was always an entrepreneur after the big gains. It was excruciating waiting for the 8-bit generation of machines to just die already. When IBM debuted their PS/2 line in 1987, Ken, seeing the new machines’ lovely MCGA and VGA graphics and user-friendly mouse support, felt a bit like Noah must have when the first drops of rain finally began to fall. Yes, the machines were ridiculously expensive as propositions for the home, but prior experience said that, given time, their technology would trickle down into more affordable price brackets. If nothing else, the PS/2 line was at long last a start.

Indeed, Ken was so encouraged by the PS/2 line that he decided to pull the trigger on a fraught decision faced by every growing young company: that of whether and when to go public. He decided that October of 1987 would be the right moment, just as Sierra’s lineup of new software for Christmas began to hit the streets. After a frenzy of preparation, all was ready — but then the very week the IPO was to take place opened with Black Monday, the largest single-day stock-market collapse since the mother of all stock-market collapses back in 1929. Sierra quietly abandoned their plans, to little notice from prospective investors who suddenly had much bigger fish to fry.

Sierra had gotten very lucky, and in more ways than one. Had Black Monday been, say, a Black Friday instead, their newly issued shares must inevitably have gotten caught in its undertow, with potentially disastrous results. But even absent those concerns, going public in 1987 was probably jumping the gun just a little, banking on an MS-DOS market that wasn’t quite there yet. This reality was abundantly demonstrated by that Christmas of 1987, the latest to defy Ken’s predictions by voting for the Commodore 64 over MS-DOS — although by this time Commodore’s evergreen was in turn being overshadowed by a new quantity from Japan called the Nintendo Entertainment System.

In fact, the Christmas of 1987 would prove the last of the 64’s strong American holiday seasons. The stars were aligning to make 1988 through 1990 the breakthrough years for both Sierra and the MS-DOS platform to which Ken was so obstinately determined to keep hitching his wagon. In the meantime, the fiscal year ending on March 31, 1988 was nothing to sneeze at in its own right: thanks largely to the new hit Leisure Suit Larry in the Land of the Lounge Lizards and the perennially strong sales of all three extant King’s Quest games, gross sales topped $12 million, enough to satisfy even a greedy entrepreneur like Ken.

That year Sierra broke ground on a new office complex close to their old one in picturesque Oakhurst, California, “at the southern gate of Yosemite National Park,” as their press put it. The new building was made cheaply in comparison to the old one: 40,000 square feet of pre-fab metal that has been variously described as resembling either a warehouse or an aircraft hangar, both inside and out. It would prove a far less pleasant place to work than the lovely redwood building Sierra now abandoned, but that, it seemed, was the price of progress. (Ken claimed to have learned from a survey that his employees actually preferred a cheap building in the name of saving money in order to grow the company in more important ways, but there was considerable skepticism about the veracity of that claim among those selfsame employees.)

To accompany an IPO do-over they had tentatively planned for late in the year, Sierra would have some impressive new gaming technology as well as their impressive — or at least much bigger — new building to put on display. Back in 1986, Ken had made his first trip to Japan, where he’d been entranced by a domestic line of computers from NEC called the PC-9801 series. Although these machines were built around Intel processors and were capable of running MS-DOS, they weren’t hardware-compatible with the IBM standard, a situation that left them much more room for hardware innovation than that allowed to the American clonesters. In particular, the need to display the Japanese Kanji script had pushed their display technology far beyond that of their American counterparts. The top-of-the-line PC-9801VX, with 4096 colors, 1 MB of memory, and a 10 MHz 80286 processor, could rival the Commodore Amiga as a gaming computer. And, best of all, the Japanese accepted the NEC machines in this application; there was a thriving market in games for them. Ken saw in these Japanese machines a window on the future of the American MS-DOS machines, tangible proof of what he’d been saying already for so long about the potential of the IBM/Intel/Microsoft standard to become the dominant architecture in homes as well as businesses. Ken returned from Japan determined that Sierra must push their software forward to meet this coming hardware. Out of this epiphany was born the project to make the Sierra Creative Interpreter (SCI), the successor to the Adventure Game Interpreter (AGI) that had been used to build all of Sierra’s current lineup of adventure games.

On the surface, the specifications of the first version of SCI hardly overwhelm. The standard display resolution of the engine was doubled, from a rather horrid 160 X 200 to a more reasonable (for the era) 320 X 200, with better support being added for mice and more complex animation possibilities being baked in. Notably, the first version of SCI did not support the impressive but expensive new MCGA and VGA graphics standards; even the technically aggressive Ken Williams had to agree that it was just too soon to be worth the investment.

Under the hood, however, the changes were far more extensive than they might appear on the surface. Jeff Stephenson, Sierra’s longtime technology guru, had created AGI on IBM’s dime and IBM’s timetable, in order to implement the original King’s Quest on the ill-fated PCjr. It was a closed and thus a limited system, albeit one that had proved far more flexible and served Sierra far better and longer than anyone had anticipated at the time of its creation. Still, Stephenson envisioned SCI as something very different from its predecessor: a more open-ended, modular system that could grow alongside the hardware it targeted, supporting ever denser and more colorful displays, ever better sound, eventually entirely new technologies like CD-ROM. As indicated by its name, which dropped any specific mention of adventure games, SCI was intended to be a universal engine potentially applicable to many gaming genres. To facilitate such ambitions, Stephenson  completely rewrote the language used for programming the engine, going from a simplistically cryptic scripting language to a full-fledged modern programming language reminiscent of C++, incorporating all the latest thinking about object-oriented coding.

Forward-thinking though it was, SCI proved a hard sell to Sierra’s little cadre of game-makers, most of whom lacked the grounding in computer science enjoyed by Jeff Stephenson; they would have been perfectly happy to stick with their simple AGI scripts, thank you very much. But time would show Stephenson to have been correct in designing SCI for the future. The SCI engine, steadily evolving all the while, would last for the remainder of Sierra’s life as an independent company, the technological bedrock for dozens of games to come.

Sierra planned to release their first three SCI-based adventure games in time for Christmas 1988 and that planned-for second-chance IPO: King’s Quest IV, Leisure Suit Larry II, and Police Quest II, with Space Quest III to follow early in 1989. (This lineup says much about Ken Williams’s sequel-obsessed marketing strategy. As an annual report from the period puts it, “Sierra attempts to exploit and extend the effective market life of a successful product by creating sequels to that product and introducing them at planned intervals, thereby stimulating interest in both the sequels and the original product.”) Of this group, King’s Quest IV was always planned as the real showcase for Sierra’s evolving technology, the game for which they would really pull out all the stops — understandably so given that, despite some recent challenges from one (Leisure Suit) Larry Laffer, Roberta Williams’s series of family-friendly fairy-tale adventures remained the most popular games in the Sierra catalog. Indeed, King’s Quest IV marked the beginning of a new, more proactive stance on Sierra’s part when it came to turning the still largely bland beige world of the MS-DOS machines into the new standard for computer gaming. Simply put, with MS-DOS’s consumer uptake threatening to stall again in the wake of the high prices and poor reception of the PS/2 line, Sierra decided to get out and push.

King’s Quest IV‘s most notable shove to the industry’s backside began almost accidentally, with one of Ken’s crazy ideas. He’d decided he’d like to have a real, Hollywood-style soundtrack in this latest King’s Quest, something to emphasize Sierra’s increasingly cinematic approach to adventure gaming in general. Further, he’d love it if said soundtrack could be written by a real Hollywood composer. Never reluctant to liaison with Tinseltown — Sierra had eagerly jumped into relationships with the likes of Jim Henson and Disney during their first heyday years before — he pulled out his old Rolodex and started dialing agents. Most never bothered to return his calls, but at last one of them arranged a meeting with William Goldstein. A former Motown producer, a Grammy-nominated composer for a number of films, and an Emmy-nominated former musical director for the television series Fame, Goldstein also nurtured an interest in electronic music, having worked on several albums of same. He found the idea of writing music for a computer game immediately intriguing. He and Ken agreed that what they wanted for King’s Quest IV was not merely a few themes to loop in the background but a full-fledged musical score, arguably the first such ever to be written for a computer game. As Goldstein explained it to Ken, “the purpose of a score is to evoke emotion, not to be hummed. Sometimes the score consists only of some chord being held and slowly becoming louder in order to create a feeling of tenseness. In creating a score, the instrument(s) it is composed for can be as important as the score itself.”

And therein lay the rub. When Ken demonstrated for him the primitive bleeps and bloops an IBM clone’s speaker was capable of playing, Goldstein pronounced writing a score for that blunt instrument to be equivalent to trying to shoot flies with a shotgun. But then he had an idea. Thanks to his work in other forms of electronic music, Goldstein enjoyed a relationship with the Roland Corporation, a longstanding Japanese maker of synthesizers. Just recently, Roland had released a gadget called the MT-32, a nine-channel synthesizer that plugged into an ordinary IBM-compatible computer. Maybe, Goldstein mused, he could write his score for the MT-32.

At first blush, it seemed a very problematic proposal. The MT-32, which typically went for $550 or more, was hardly an everyday piece of kit; it was aimed at the professional or at least the very serious amateur musician, not at gamers. Yet Ken decided that, faced with a classic chicken-and-egg situation, he needed to do something to move the needle on the deplorable state of IBM-compatible sound hardware. A showpiece game, like King’s Quest IV might become, could show the market what it had been missing and generate demand that might lead to more affordable audio solutions. And so Ken set Goldstein to work on the MT-32.

At the Summer Consumer Electronics Show in June of 1988, Sierra gave a series of invitation-only audiences a sneak preview of King’s Quest IV in the form of a nearly ten-minute opening “movie” — people would soon be saying “cut scene” — enhanced by Goldstein’s score. Sierra legend has it that it moved at least one woman to tears. “I feel bad even saying it,” remarks Sierra’s marketing director (and Ken Williams’s little brother) John Williams, “but it was then that we knew we had a winner.”


Such an extreme reaction may be difficult to fathom today; even in King’s Quest IV‘s own time, it’s hard to imagine Amiga owners used to, say, Cinemaware games being quite so awed as this one lady apparently was. But nevertheless, King’s Quest IV and its first real soundtrack score stands as a landmark moment in the evolution of computer games. The game did indeed do much to break the chicken-and-egg conundrum afflicting MS-DOS audio. Only shortly after Roland had released the MT-32, a Canadian company called Ad Lib had released a “Personal Computer Music System” of their own at a price of just $245. It left much to be desired in comparison to the MT-32, but it was certainly worlds better than a simple beeper; Sierra duly added Ad Lib support to King’s Quest IV and all the other SCI games before they shipped. And for Space Quest III, they enlisted the services of another sort of star composer: Bob Siebenberg, drummer of the rock band Supertramp. Thanks in large degree to Sierra’s own determined intervention, in this area at least their chosen platform was becoming steadily more desirable as a game machine.

But King’s Quest IV also advanced the state of the art of adventure gaming in other, less tech-centric ways. As evidenced by its prominent subtitle The Perils of Rosella, its protagonist is female. Hard as it may seem to believe today, when more adventure games than not seem to star women, this fact made King’s Quest IV almost unique in its day; Infocom’s commercially unsuccessful but artistically brilliant interactive romance novel Plundered Hearts is just about the only point of comparison that leaps to mind. Roberta confessed to no small trepidation over the choice at the time of King’s Quest IV‘s release: “I know it will be just fine with the women and girls who play the game, but how it will go over with some of the men, I don’t know.” She also admitted to some ambivalence about her choice in purely practical terms, stemming from differing expectations that are embedded so deeply in our culture that they’re often hard to spot at all until we’re confronted with them.

I have a lot of deaths in my games. My characters always die from falling or being thrown into a cauldron or something. And I always like to have them die in a funny way. It didn’t seem right; I don’t know why. I guess it’s because she’s a girl, and you don’t think a girl should be treated that way. But I got used to that too, until there was one death I had to deal with last week that I was real uncomfortable with. Was it throwing her in the cauldron? I’m not sure, but it was some death that seemed particularly unfeminine, not right.

And girls die differently. I discovered lots of these things, like the way she falls, which has to be different from the way a guy falls. It’s been an experience. And I think that men will find it fun and different because it’s from a different point of view.

One could wish that Roberta’s ambivalence about killing her new female heroine at every possible juncture had led her to consider the wisdom of indulging in all that indiscriminate player-killing at all, but such was not to be. In the end, the most surprising thing about King’s Quest IV‘s female protagonist would be how little remarked upon it was by players. Sounding almost disappointed, Roberta a few months after the game’s release noted that “I personally have not heard much about it.” “I thought it would get a lot of attention,” she went on. “It has gotten some, but nothing really dramatic”; “very few” of the letters she received about the game had anything at all to say about the female heroine.

But then, that non-reaction could of course be taken as a sign of progress in itself. One of the worthiest aspects of Sierra’s determination to turn computer gaming into a truly mainstream form of entertainment was their conviction that doing so must entail reaching far beyond the typical teenage-boy videogame demographic. Doubtless thanks to the relative paucity of hardcore action games and military simulations in their catalog as well as to their having a woman as their star designer, Sierra was always well ahead of most of the rest of their industry when it came to the diversity of their customer base. At a time when female players of other publishers’ games seldom got out of the single digits in percentage terms, Sierra could boast that fully one in four of their players was a woman or a girl; of other 1980s computer-game publishers, only Infocom could boast remotely comparable numbers. In the case of Roberta’s King’s Quest games, the number of female players rose as high as 40 percent, while women and girls wrote more than half of Roberta’s voluminous fan mail.

Sierra’s strides seem all the more remarkable in comparison to the benighted attitudes held by many other publishers. Mediagenic’s Bruce Davis, for instance, busy as usual formulating the modern caricature of the soulless videogame executive, declared vehemently that women and girls were “not a viable market” for games because of “profound” psychological differences that would always lead them to “shun” games. (One wonders what he makes of the modern gaming scene, vast swathes of which are positively dominated by female players.) The role model that Roberta Williams in particular became for many girls interested in games and/or computers should never be overlooked or minimized. Even as of this writing, eighteen years after Roberta published her last adventure game, John Williams tells me how people of a certain age “go crazy” upon learning he’s her brother-in-law, how he still gets at least two requests per week to put people in touch with her for an autograph, how there was an odd surge for a while there of newborn girls named Rosella and Roberta.

All of this only makes it tougher to reckon with the fact that Roberta’s actual games were so consistently poor in terms of fundamental design. King’s Quest IV is a particular lowlight in her checkered career, boasting some unfair howlers as bad as anything found in her legendarily insoluble Time Zone. At one point, you have to work your way through a horrendous sequence of random-seeming actions to wind up visiting an island, something you can only do one time. On this island is a certain magic bridle you’re going to need later in the game. But, incomprehensibly, the game not only doesn’t ever hint that the bridle may be present on the island, it literally refuses to show it to you even once you arrive there. The only way to find it is to walk around the island step by step, typing “look” again and again while facing in different directions, until you discover those pixels that should by all rights have depicted the bridle but for some reason don’t. Throw in climbing sequences that send you plummeting to your death if you move one pixel too far in the wrong direction, a brutal time limit, and plenty of other potential dead ends almost as heartless as the one just described, and King’s Quest IV becomes as unfair, unfun, frustrating, and downright torturous as any adventure game I’ve ever seen. It’s so bad that, rather than being dismissable as merely a disappointing game, it seems like a fundamentally broken game, thereby raising a question of ethics. Did a player who had just paid $40 for the game not deserve a product that was in fact a soluble adventure game? Even the trade press of King’s Quest IV‘s day, when not glorying over the higher-resolution graphics and especially that incredible soundtrack, had to acknowledge that the actual game underneath it all had some problems. Scorpia, the respected voice of adventure gaming for Computer Gaming World, filled her article on the game with adjectives like “exasperating,” “irritating,” “tedious,” and “boring”, before concluding that “it’s a matter of personal taste” — about as close to an outright pan as most magazine reviewers dared get in those days.

Roberta Williams, an example of that rare species of adventure-game designers who don’t actually play adventure games, likely had little idea just how torturous an experience her games actually were. Taken as a whole, Roberta’s consistent failings as a designer seemingly must stem from that inability to place herself in her player’s shoes, and from her own seeming disinterest in improving upon her previous works in any terms but those of their surface bells and whistles. That said, however, King’s Quest IV‘s unusually extreme failings, even in terms of a Roberta Williams design, quite obviously stemmed from the frenzied circumstances of its creation as well.

I should note before detailing those circumstances that Sierra was finally by the time of King’s Quest IV beginning to change some of the processes that had spawned so many bad adventure games during the company’s earlier years. By 1988, they finally had the beginnings of a real quality-assurance process, dedicating three employees full-time to thrashing away at their games and other software. But, welcome as it was to see testing happening in any form, Sierra’s conception of same focused on the trees rather than the forest. The testers spent their time chasing outright bugs, glitches, and typos, but feedback on more holistic aspects of design wasn’t really part of their brief. In other words, they might spend a great deal of time ensuring that a given sudden death worked correctly without it ever even occurring to them to think about whether that sudden death really needed to be there at all.

In the case of King’s Quest IV, however, even that circumscribed testing process broke down due to the pressure of external events. By the spring of 1988, Roberta had given her design for the game to the team of two artists and two programmers — all recent hires, more fruit of Sierra’s steady expansion — for implementation. Then, with IPO Attempt 2.0 now planned for October of that year and lots of other projects on the boil as well, nobody in management paid King’s Quest IV a whole lot more attention for quite some time, simply assuming that no news from its development team was good news and that it was coming along as expected. Al Lowe, who by the end of that summer had already finished designing and coding his Leisure Suit Larry sequel that was scheduled to ship shortly after King’s Quest IV, picks up the story from here:

King’s Quest IV was going to be the flagship product for the company when we went public. So, Ken and the money guys are busy going around the country, doing their dog-and-pony shows to Wall Street investors, saying, “This is a great company, you’re going to want to buy in, buy lots of stock. We’ve got this great product coming out that’s going to be the hit of the Christmas season.”

Finally, about the end of August, somebody said, “Has anybody looked at that game that’s supposed to be done in a month, that we’re supposed to ship in October? How’s it doing?” They went and looked at it, and the two programmers were lost. They had no clue. They had written a lot of code, but a lot of it was buggy, a lot of it didn’t take proper precautions. One of the big rules of programming is to never allow input at a time you don’t want it, but they had none of that. Everything was wide open. You could break it with a sneeze.

So, they called me and asked if I could come up that weekend — it was Labor Day weekend, Saturday — to look at the game. I did, and said, “Oh, my God, we’re in trouble.” I had a lot of stock options, and was hoping for a successful IPO myself. When I saw this, I said, “We’re in terrible shape. This isn’t going to make it.”

So, we devised a strategy over the weekend to bring every programmer in the company together on Labor Day Monday for a meeting. We said, “All hands are going to work on this title for the next month, and we’re going to finish this game in one month’s time because we’ve got to have it done by the end of September.” Do you remember the phrase from The Godfather, “We’ll go to the mattresses?” That’s what we did; we went to the mattresses. We all moved into the Sierra building. Everybody worked. They brought us food; they did our laundry; they got us hotel rooms. We basically just lived and ate and worked there, and when we needed to sleep we’d go to this hotel nearby. Then we’d get back up and do it again.

I took the lead on the project. I broke the game up into areas, and we assigned a programmer to each. As they finished their code, we had the whole company testing it. We’d distribute bug reports and talk about progress each morning. And by God, by the end of the month we had a game. It wasn’t perfect — it was a little buggy — but at least we had a game we could send out. And when we went public, it was a successful IPO.

Entertaining as this war story is, especially when told by a natural raconteur like Al Lowe, it could hardly result in anything but a bad adventure game. In a desperate flurry like this one, the first thing to fall by the wayside must be any real thoughtfulness about a game’s design or the player’s experience therein.

But despite its many design failings, King’s Quest IV did indeed deliver in spades as the discussion piece and IPO kick-starter it was intended to be. Sierra’s own promotional copy wasn’t shy about slathering on the purple prose in making the game’s case as a technical and aesthetic breakthrough. (In a first and only for Sierra, an AGI version of the game was also made for older systems, but it garnered little press interest and few sales in comparison to the “real” SCI version.)

King’s Quest IV sets a landmark in computer gaming with a new development system that transcends existing standards of computer graphics, sound, and animation. Powerfully dramatic, King’s Quest IV evokes emotion like no other computer game with unique combinations of lifelike animated personalities, beautiful landscapes, and soul-stirring music. Sierra has recreated the universe of King’s Quest to build a world that one moment will pull at your heartstrings, the next moment place terror in your heart.

Leveraging their best promotional asset, Sierra sent Roberta Williams, looking pretty, wholesome, and personable as ever, on a sort of “book tour” to software stores and media outlets across the country, signing autographs for long lines of fans everywhere she went. No one had attempted anything quite like this since the heyday of Trip Hawkins’s electronic artists/rock stars, and never as successfully as this. The proof was in the pudding: King’s Quest IV sold 100,000 copies in its first two weeks and received heaps of press coverage at a time when coverage of computer games in general was all but nonexistent in the Nintendo-obsessed mainstream media. Sales of the game may ultimately have reached as high as 500,000 copies. The IPO went off without a hitch this time on October 6, 1988: 1.4 million shares of common stock were issued at an opening price of $9 per share. Within a year, the stock would be flirting with a price of $20 per share.

In all their promotional efforts for King’s Quest IV and the rest of that first batch of SCI games, Sierra placed special emphasis on sound, the area where Ken Williams had chosen to try most aggressively to push the hardware forward. The relationship between Sierra and Roland grew so close that Thomas Beckmen, president of the latter company’s American division, joined Sierra’s board. But anyone from any of Roland’s rivals who feared that this relationship would lock them out needn’t have worried. Recognizing that even most purchasers of what they loved to describe as their “premium” products weren’t likely to splash out more than $500 on a high-end Roland synthesizer, Sierra pushed the cheaper Ad Lib alternative equally hard. In 1989, when a Singapore company called Creative Music Systems entered the fray with a cheaper knock-off of the Ad Lib design which they called the Game Blaster, Sierra took it to their bosom as well. (In the end, it was Creative who would be the big winners in the sound-card wars. Their Sound Blaster line, the successor to the Game Blaster, would become the ubiquitous standard for PC gaming through much of the 1990s.) Ken Williams went so far as to compare the latest Sierra games with the first “talkies” to invade the world of silent cinema. Given the sound that users of computers like the Amiga had been enjoying well before Sierra jumped on the bandwagon, this was perhaps a stretch, but it certainly made for good copy.

Ad Lib advertisementRoland advertisement

As part of their aggressive push to get sound cards into the machines of their customers, Sierra started selling the products of all three rival makers directly through their own catalog.

As part of their aggressive push to get sound cards into the machines of their customers, Sierra started selling the products of all three of the biggest rival makers of same directly through their own product catalogs.

Thanks to his own company’s efforts as much as those of anyone, Ken Williams was able to declare at the beginning of 1990 that during the previous year MS-DOS had become “the standard for entertainment software”; the cloudburst this latter-day Noah had been anticipating for so long had come at last. In a down year for the computer-game industry as a whole, which was suffering greatly under the Nintendo onslaught, MS-DOS and the Amiga had been the only platforms not to suffer a decline, with the former’s market share growing from 44 percent to 55 percent. Ken’s prediction that MS-DOS would go from being the majority platform to the absolutely dominant one as 1990 wore on would prove correct.

My guess is that as software publishers plan out their new year’s product schedules, versions of newer titles for machines which are in decline will either be shelved or delayed. Don’t be surprised if companies who traditionally have been strong Apple or Commodore publishers suddenly ship first on MS-DOS. Don’t be surprised if many new titles come out ONLY for MS-DOS next Christmas.

Ken’s emerging vision for Sierra saw his company as “part of the entertainment industry, not the computer industry.” An inevitable corollary to that vision, at least to Ken’s way of seeing things, was a focus on the “media” part of interactive media. In that spirit, he had hired in July of 1989 one Bill Davis, a director of more than 150 animated television commercials, for the newly created position of Sierra’s Creative Director. Davis introduced story-boarding and other new processes redolent of Hollywood, adding another largely welcome layer of systemization to Sierra’s traditionally laissez-faire approach to game development. But, tellingly, he had no experience working with games as games, and nothing much to say about the designs that lay underneath the surface of Sierra’s creations; these remained as hit-and-miss as ever.

The period between 1988 and 1998 or so — the heyday of MS-DOS gaming, before Windows 95/98 and its DirectX gaming layer changed the environment yet again — was one of enormous ferment in computer graphics and sound, when games could commercially thrive on surface sizzle alone. Ken Williams proved more adept at riding this wave than just about anyone else, hewing stolidly as ever to the ten-foot rule he’d formulated during his company’s earliest days: “If someone says WOW when they see the screen from ten feet away, you have them sold.” Sierra, like much of the rest of the industry, took all the wrong lessons from the many bad but pretty games that were so successful during this period, concluding that design could largely be left to take care of itself as long as a game looked exciting.

That Sierra games like King’s Quest IV did manage to be so successful despite their obvious underlying problems of design had much to do with the heady, unjaded times in which they were made — times in which a new piece of “bragware” for showing off one’s new hardware to best effect was worth a substantial price of admission quite apart from its value as a playable game. It also had something to do with Sierra’s masterful fan relations. The company projected an image as friendly and welcoming as their actual games were often unfriendly and obtuse. For instance, in another idea Ken nicked from Hollywood, by 1990 Sierra was offering free daily “studio tours” of their offices, complete with a slick pre-recorded “video welcome” from Roberta Williams herself, to any fan who happened to show up; for many a young fan, a visit to Sierra became the highlight of a family vacation to Yosemite. And of course the success of the King’s Quest games in particular had more than a little to do with the image of Roberta Williams, and the fact that the games were marketed almost as edutainment wares, drawing in a young, patient, and forgiving fan base who may not have fully comprehended that a King’s Quest was, at least theoretically, a game that could be won.

Still, these factors wouldn’t be enough to counter-balance fundamental issues of design forever. Well before the end of the 1990s, both Sierra and the adventure-gaming genre with which they would always be most identified would pay a steep price for too often making design an afterthought. Players, tired of being abused, bored with the lack of innovation in adventure-game design, and no longer quite so easy to wow with audiovisual flash alone, would begin to drift away; this trickle would become a flood which left the adventure genre commercially high and dry.

But all of that was still far in the future as of 1990. For now, Sierra was at the forefront of what they believed to be an emerging new form of mass entertainment, not quite a game, not quite a movie. Gross sales had risen to $21.1 million for the fiscal year ending March 31, 1989, then $29.1 million the following fiscal year. In 1990, they expanded their reach through the acquisition of Dynamix, a six-year-old Oregon-based development house with a rather odd mix of military simulations — after all, Sierra did want men as well as women to continue buying their products — and audio-visually rich if interactively problematic “interactive movies” in their portfolio. Sierra’s years in the MS-DOS wilderness were over; now that same MS-DOS represented the mainstream, soon virtually the only stream of American computer gaming. Some very, very good years lay ahead in commercial terms. And, it must be said, by no means would all of Sierra’s games be failures in terms of design; some talented and motivated designers would soon be using the company’s SCI technology to make interactive magic. So, having given poor King’s Quest IV such a hard time today, next time I’ll be kinder to a couple of other Sierra games that I really don’t like.

Nope… I love them.

(Sources: Computer Gaming World of December 1988; Byte of September 1987; Sierra’s newsletters dated Spring 1988, Winter 1988, Spring 1989, Autumn 1989, Spring 1990, Summer 1990; Sierra’s 10th Anniversary promotional brochure; press releases and annual reports found in the Sierra archive at the Strong Museum of Play. Much of this article is also drawn from personal email correspondence with John Williams and Corey Cole. And, last but far from least, Ken Gagne also shared with me the full audio of an interview he conducted with Al Lowe for Juiced.GS magazine. My huge thanks to John, Corey, and Ken!)

 
 

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