Sega has made it clear that it does not plan to hand over the artistic and narrative heart of its games to artificial intelligence. Instead, the company is exploring how AI can streamline a range of back‑office functions, from publishing workflows to idea generation within its corporate divisions.
This stance was articulated by Tsuyoshi Saito, who serves as senior executive officer and deputy chief business officer, during a recent interview with the Japanese newspaper Nikkei that was relayed by the video‑game news outlet VGC. According to Saito, Sega approaches the integration of generative AI with a high degree of prudence. "We are employing AI to raise efficiency in areas such as publishing and other corporate departments, and even to spark new business concepts," he said.
"However, when it comes to the actual process of crafting games, we are extremely cautious and we do not delegate the creative components to AI." In other words, the technology is being used as a productivity aid rather than as a substitute for the human imagination that drives game design, storytelling, and artistic direction. The company’s internal structure reflects this balanced approach.
Last year Sega set up a "Generative AI Committee," a body that was first mentioned publicly during a CEDEC conference presentation delivered by the firm’s technical director and deputy R&D director, Taishi Yokoshima. The committee includes an "AI Task Force" tasked with building proprietary AI tools that can be safely and effectively used across the organization. Reports from the Japanese tech news portal ITmedia, translated via machine‑learning services, indicate that the task force is focused on creating in‑house solutions rather than relying on off‑the‑shelf products, thereby giving Sega tighter control over data security and ethical considerations.
Beyond internal development, the AI team also works closely with Sega’s public‑relations units in North America and Europe. This collaboration is intended to field inquiries from digital distribution platforms that increasingly demand transparency about how AI is being utilized in game production and publishing.
By maintaining an open line of communication with regulators and partners, Sega hopes to pre‑empt misunderstandings and demonstrate responsible AI usage. The company’s cautious stance was put to the test earlier in the year when it emerged that generative AI had been employed during the creation of background assets for the upcoming title Crazy Taxi: World Tour. The revelation sparked a brief controversy among fans and industry observers who feared that AI might undermine the series’ signature style. Kenji Kanno, the creator of the Crazy Taxi franchise, addressed the concerns at Summer Game Fest, as reported by Kotaku.
He clarified that AI’s role was limited to generating ideas and serving as a visual reference point. "For us, the extent of how we use generative AI is only what I mentioned earlier. It’s just for ideas and just as a reference. Moving forward, AI will probably become a hotter topic, but that’s all I can say right now about its use in this game," Kanno explained.
Sega’s experience mirrors that of other major developers who are experimenting with AI in a controlled manner. Crystal Dynamics, for example, disclosed to GamesIndustry.biz that it used generative AI during the early prototyping phase of Tomb Raider: Legacy of Atlantis.
Experience director Jeff Adams described the workflow: "We might have an idea for an in‑game object and we’re not sure whether we want to invest development time to build it. We can use a generative AI tool to visualise it in the world, and if it works, we’ll then move it to our traditional production pipeline." This approach allows designers to quickly test concepts without committing extensive resources, while still ensuring that the final assets are crafted by human artists. Adams emphasized that the ultimate responsibility for the finished product remains with the development team. "Our team will concept it, they will build it, making sure that all the finished content in the final game is human‑created.
We just want to make it as easy as possible for our devs to be able to make high‑quality experiences because that’s what the fans want," he said. This sentiment underscores a broader industry trend: AI is being positioned as a supplemental tool that can accelerate iteration and reduce repetitive tasks, but it is not intended to replace the nuanced judgment and creative spark that human creators bring to interactive entertainment. In summary, Sega’s policy can be distilled into three core principles. First, AI is welcomed as a means to improve operational efficiency in non‑creative departments such as publishing, marketing, and business development.
Second, any application of AI within the actual game‑making pipeline is approached with extreme caution, and the company explicitly refuses to let AI dictate core design decisions, narrative arcs, or artistic style. Third, Sega has instituted governance structures—a dedicated committee and task force—to oversee AI development, ensure compliance with emerging regulations, and maintain transparency with external stakeholders. By adhering to this framework, Sega aims to harness the benefits of generative AI while safeguarding the integrity of its creative output, thereby delivering experiences that remain authentically human‑crafted for its global fan base.