Legend Entertainment fought something of a rear-guard action through the first half of the 1990s. In an industry that had embraced the movies as its aesthetic example, their works remained throwbacks to
older ideas about interactive books: “We had the editorial sensibilities of a book publisher rather than a movie company,” says Legend co-founder Mike Verdu. Their games were wordy, and even after the migration to CD-ROM the player was expected to read many of those words for herself rather than have them read aloud to her; they sported illustrations that were carefully composed and lovely to look at, but that were also static in a motion-obsessed gaming milieu, and thus were better suited to stand up well a quarter-century later than they were to wow the masses in their own day. Enough players were intrigued by Legend’s low-key, literary approach to buy 30,000 to 60,000 copies of each new game, but those consistent numbers translated to a steady erosion of Legend’s market share in a fast-expanding industry; by mid-decade, many new games were selling over 100,000 copies each year, and blockbuster million-sellers were appearing at a clip of three or four per annum.
Verdu and his partner Bob Bates felt serious pressure to up Legend’s sales and keep pace with their peers.
But, you might say, surely market share isn’t everything. Why couldn’t Legend be content within the niche they had built for themselves? The answer comes down not to hubris but to the harsh realities of game distribution in the 1990s. Games of the type that Legend made still needed to exist as physical products at that time. (Although there was a thriving
shareware scene taking advantage of digital distribution, the dial-up online access that was the universal norm could support only small, multimedia-light titles — not the assets-heavy, CD-filling monstrosities of Legend.) Physical products required physical warehousing, physical distribution, and, most critically of all, precious physical shelf space inside brick-and-mortar stores. Here was the real rub. A niche product like a Legend adventure game was a hard sell to a retail purchasing manager who could instead fill the space it would occupy with the likes of a
7th Guest,
Myst,
DOOM, or
Wing Commander III. In short, Legend’s modest product line was in danger of drowning in the flood of flashier, better-advertised games. All of the quality in the world would avail them nothing if they could no longer get their games into the hands of their fans.
So, after the book publisher Random House was inspired by Legend’s literary bona fides to invest $2.5 million in the company in the summer of 1994, Verdu and Bates decided to use a substantial chunk of that money to make a play for the big time. They would make a game set in a node-based, 3D-modelled environment much like that of
Myst, and hire a name actor beloved by science-fiction fandom to star in filmed “full-motion-video” sequences, just like
Wing Commander III had done. But, because they were Legend, they would invest all of this trend-chasing with meticulous attention to detail in terms of world-building, plot, and puzzle design, and would respect their player’s intelligence and time in a way that too few of their superficially similar peers were doing. What else could Legend do? They were just made that way.
Mike Verdu wrote and designed the game in question, which went by the name of
Mission Critical, and shepherded it through every phase of its development. I recently talked with him at some length about the project, and I’ve elected to present this article to a large extent as his own oral history of it. This seemed to me the most appropriate approach, given that he’s more than articulate enough in his own right, and given how his recollections provide such a fascinating picture of how the nuts and bolts of a game came together during the much-ballyhooed era of Siliwood — that semi-mythical convergence of Silicon Valley and Hollywood.
