Glitch - Social MMO Browser Game that became Slack
TL;DR: Glitch was an innovative collaborative MMO browser game created by Tiny Speck, founded by Stewart Butterfield (who previously founded Flickr). The game deliberately avoided combat mechanics and focused on social interactions, resource gathering, and world-shaping. With $12.2M from Andreessen Horowitz and Accel Partners, the team built an ambitious product that needed 200K players to be profitable. The game faced several critical problems: heavy reliance on Adobe Flash (becoming obsolete and mobile-unfriendly), poor onboarding that left players confused ('I don't know what the fuck I'm supposed to do'), and an innovative but unfamiliar concept that most players didn't understand. Despite a dedicated core audience, Glitch never reached the player numbers needed for sustainability. In 2012, with $6M remaining, Butterfield made the difficult decision to shut down rather than continue investing in a failing product. Crucially, he convinced investors - including a skeptical Ben Horowitz who called it 'a really horrible idea' - to let him pivot to commercializing the internal communication tool the team had built. That tool became Slack, which reached 60K daily active users and 15K paying customers just 10 weeks after exiting beta, eventually being acquired by Salesforce for $27.7B. The story exemplifies both the sunk cost fallacy trap and the power of recognizing when internal tools are more valuable than the main product.
Key Insights
- Avoid sunk cost fallacy - kill your darlings when the outlook is poor rather than investing more in structural problems
- Internal tools built to solve your own problems can become more valuable than your main product
- Innovative products require exceptional onboarding - if users don't understand what to do immediately, they leave
- Betting on declining technology platforms creates compounding production and retention problems
- Investor trust in founders (not just ideas) enables pivots that sound crazy but may become huge
Actionable Takeaways
- When a product has structural problems (bad tech stack, poor retention, unfamiliar concept), shut down and pivot rather than doubling down
- Track which internal tools your team builds and uses daily - they may have broader market value
- For innovative products, invest heavily in onboarding that explains the value proposition immediately
- Choose technology platforms based on long-term trajectory, not current popularity
- Build strong relationships with investors so they trust your judgment on pivots