His main suggestion was to set goals as a studio. Price gave two examples of Insomniac's goals, the first being to "increase wellbeing and reduce burnout."
One of the things the company does to accomplish this is issue regular wellbeing surveys to staff, which have in turn highlighted concerns over planning and scope. As a result, Insomniac built more planning meetings into its process, giving staff a chance to plan what they want to achieve every few weeks.
"It sounds like a no-brainer but it's really hard to do when you're moving at a million miles an hour during production," he said. "But it's effective."
Insomniac also allocated certain hours where project leaders would be available to answer questions or address any concerns, which can help identify problems with scope.
Another Insomniac goal is to "support sustainable productions." By way of example, Price pointed to how teams like visual effects, audio and lighting, which work across multiple projects, should not be stretched too thin.
"It's also about committing to not throwing people off of one project to finish another, which I think every [multi-project] developer has done," he said. "But it's a commitment we're making, and we're making sure that we're avoiding this."
He added that it's hard to know which initiatives have worked and which haven't until long after they have been implemented, which is why Insomniac aims to gather feedback and share results -- including any failures -- with staff at regular intervals.