Shockwaves at Candy Crush Maker: 200 Employees to Be Replaced by AI

The Transition from Human Talent to Automation

Major upheaval has arrived at the creators of one of the world’s most influential puzzle games. The company responsible for bringing match-three games to the top of mobile charts is now entering a new phase—one bringing the era of automation to its workforce. Approximately 200 roles are scheduled for replacement, with the company leveraging artificial intelligence to fill gaps once held by managers, writers, designers, and other specialized staff. These developments follow years of internal efforts to boost efficiency and streamline production, especially in creative and strategic departments.

Irony colors the situation, as those being supplanted played direct roles in constructing the systems now automating many business functions. Staff involved in content creation, user experience, and level design contributed to a technological leap intended to speed up workflow and optimize game development. These very advancements are now reshaping employment within the organization, eliminating many of the expert positions that once powered the success of their flagship games. As internal sources recount, some divisions such as level design and copywriting have seen especially pronounced effects, with entire teams facing organizational transformation.

The emerging blueprint is not unique to this company but stands out for its scale and rapid implementation. While similar technological shifts unfold across the industry, the scope and speed here have drawn sharp attention. Employees are entering a summer of uncertainty, awaiting a revised operational chart expected later this year. Leadership has promised clarification following negotiations and restructuring, leaving morale particularly strained as roles are held in suspension. Members of core creative teams are among those now navigating this transitional period, starkly aware of the automation dynamics at play.

Turning Points: From Collaboration to Displacement

Behind the scenes, key groups invested years in developing artificial intelligence frameworks to support production. These tools, essential for quicker level deployment, dynamic narrative writing, and more efficient project management, have moved from supporting staff to directly supplanting many of their functions. Staff involved in building these digital systems now face the conclusion of their tenure as those very systems assume their daily tasks. Roles that once required human ingenuity in ideation, storytelling, and user journey design are now gradually being led by automated processes, fundamentally shifting how games are conceived and updated.

The affected workforce includes mid-level managers, user experience writers, and researchers whose expertise shaped the gaming experiences of millions. For game studios, such expertise is often vital—impacting player retention, brand loyalty, and the ever-important pipeline of new content. Now, as a result of investments in automation, the organization enters an era where the boundary between creative direction and technical execution grows blurrier. Advances in machine learning and content-generation algorithms have enabled swift iteration, but have also challenged the traditional nature of collaboration and authorship in the interactive entertainment sector.

In practical terms, these changes have led to broad restructuring initiatives, affecting key franchises and major development hubs. The company’s London-based teams, including specialists from leading titles, have seen notable reductions. For some, the transition period has been marked by internal reassignment or so-called ‘gardening leave,’ signaling a winding down of responsibilities ahead of official departure. Meanwhile, communication across the enterprise remains limited, leaving many employees reliant on internal surveys and unofficial channels to understand the broader trajectory and future prospects for their roles.

Organizational Dynamics and Employee Perspectives

Integral to this evolution has been the central role of the human resources division, responsible for managing workforce transitions during significant technological adoption. According to multiple insiders, this area has faced persistent organizational challenges during the transition phase. Staff recount navigating a system that, in their assessment, was already under strain prior to major restructuring. As talent management practices come under scrutiny, workers have shared concerns about communication and clarity, particularly as automation initiatives accelerate operational changes throughout the business.

The absence of official commentary during such a period also shapes the workplace atmosphere. Many staff have been left with limited information about their long-term status, while others report heightened sensitivity around internal communications. In this climate, employees remain attuned to both the possibilities and disruptions of rapid technological transformation. Some recount the paradox of being at the forefront of innovation, actively participating in building algorithms and digital pipelines, only to see those same advances fundamentally alter their own professional paths.

Looking ahead, the coming months are expected to bring further clarity as leadership unveils new organizational strategies and adapts to continued advancements in digital automation. Staff and observers alike await updates, watching how one of the industry’s best-known brands navigates its transformation from a company led by creative talent to one defining the boundaries of automation in entertainment.