Google Cloud has issued a clear message to game development leaders as artificial intelligence becomes more deeply embedded in the industry. Jack Buser, global director for games at Google Cloud, has urged executives to ensure their employees understand both the potential and the limitations of AI, warning that confusion or unrealistic expectations could undermine its benefits.
Speaking to Business Insider, Buser compared AI to Tony Stark’s Iron Man suit. In his analogy, AI is a powerful piece of armour that enhances human capability but does not replace the person inside it. He stressed that responsibility lies with leadership to deploy the technology carefully and transparently.
According to Buser, executives should not simply roll out AI tools and expect teams to adapt automatically. Instead, they need to clearly explain what the technology is intended to do, what it is not intended to do, and how it fits into the company’s broader goals. He said leaders must ensure the tools are safe, well understood, and aligned with the creative culture of their studios.
Buser sees AI as a major force reshaping how games are built. He believes the technology can significantly reduce development costs, streamline repetitive tasks, and shorten production timelines. While some developers remain cautious, adoption is accelerating as studios realise how AI can remove routine work and allow teams to focus more on creativity and design.
He emphasised that AI does not diminish the role of developers. Instead, it expands what they are capable of achieving. By equipping entire studios with AI tools, teams can move faster and experiment more freely, without being weighed down by manual or repetitive processes that traditionally consumed large amounts of time.
However, Buser also highlighted that successful AI adoption is as much about people as it is about technology. He argued that cultural adaptation within companies is critical. Leaders cannot rely on theory alone and must actively experiment with AI themselves. Without hands-on experience, executives risk misunderstanding both the strengths and weaknesses of the tools they are asking their teams to use.
Buser acknowledged that this can be uncomfortable at senior levels. The future direction of AI is not entirely predictable, and there is no clear roadmap that applies to every studio. He said the only way to build confidence is through direct experimentation, testing what AI does well and where it falls short, and then shaping realistic expectations across the organisation.
Beyond internal workflows, Buser believes AI has the potential to transform player experiences. He pointed to the idea of more immersive and continuously evolving games. With AI, studios could build what he described as living games, titles that change and adapt long after launch. Updates could be delivered more quickly, content could be personalised at scale, and live experiences could feel more responsive and dynamic.
Looking ahead, Buser predicted that 2026 will be a turning point for the industry. Rather than using AI in isolated experiments or narrow tools, he expects companies to scale AI across entire development pipelines. This shift would see multiple AI-driven systems working together to shape not just how games are made, but how players interact with them.
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