100% Brutal
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100% Brutal
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100% Achievement Guide: Brutal Legend
A guide to help you get 100% of the achievements in Brutal Legend.
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if people want six degrees of schafer they can add me
I second this. The "Six Degrees of Schafer" Achievement should not be this hard to obtain :( Pls Halp
Could someone add me for "Six Degrees of Schafer"?
Hi can someone help me for '' Six Degrees of Schafer'' please ? =) BTW i added you @Crazy_Chillor Thanks a lot
I got my Megastage to Lvl. 4 in Multiplayer Mode. I keep trying to summon a Hextadon, but it just keeps summoning two Tollusks instead. Any suggestions? Do I need to break the Hextadon record in story mode for it to work or does that even matter? I should also mention I'm playing on the 360 version (anyone wanting to help, I won't tolerate any of that "You're a fool for playing on consoles, PC is the master race" bullshit).
Thanks to JMC & some luck I got "Six Degrees of Schafer". You can add me & I'll help you out
Please guys i need help from the multiplayer to do achivements...please if you want send me friend request to coplete all the achivements.
I also wanna get the rankeds achievements and also Six Degrees of Schafer achievement, if somebody wanna play or have this achievement send me a message
Thanks for the guide! I'm also looking for someone to comple the multiplayer achievments, want to get all the achievments! :)
Looking for a partner to complete the "Conquerer" achievement in the year 2020. This game was my childhood. Please send me a message if interested.
Sie müssen sich anmelden oder einen Account erstellen, um dies zu tun.
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Boards Brutal Legend The 100% Guide - Final
daveprince13 (Topic Creator) 12 years ago #3
An easy place to rack of fire tributes with the above strategy is right over the bridge to the swamp lands, just follow your crew there and kill anything with your car or out of it and you'll rack up major fire tributes.
You have to find and unlock everything? Crap, I better get busy. I read on the achivement hunter map that a serpent can be found in the ocean. Is that true, and how do you get to it?
Hey how does one unlock the creature concept art? I assume just killing a $^&%load of the creatures does the trick no? Well done on a fine list!
Its at the end of a narrow strech of sand that snakes out towards the ocean. you can walk on it.
>Implying implications Steam Achievement Forum: http://100pag.silverforum.net/
I unlocked the Metal Beast Concept Art, but haven't unlocked the Zhalia Art. I"m 30 Metal Beast summons into this AI match, how many more do I need? Do I have to specifically have the Zhalia Tribe Leader or the regular Zhalia Tribe with the summon for it to count?
Dillon from Phendrana/Native Fruit: Apples What I can offer - https://villagerdb.com/user/saintvaliance
Boards Brutal Legend The 100% Guide - Final
Topic Archived Page 1 2 3 4 5 of 5 Next Last
Ok, with the help of 55592 I've figured out exactly what you need to do for that Metal God achievement. Here's a checklist to help you do it. __ Main Story Missions Complete __ Side Missions Complete (make sure that after you do a chapter of the main story you clear out ALL the new side missions, I'm not sure but I've hear some people have been having trouble with missions disappearing so do it just in case. Also a note for the Hunter Side Mission -Once you've completed all the killings you must return to the hunter in his original spot, there won't be a marker or anything to guide you but he'll be there and he'll give you a present for gloating in his face) __ 120 Bound Serpents Freed __ 32 Landmarks Viewed __ 11 Motor Forges Raised __ 24 Buried Metal Raised __ 13 Legends Found __ 107 Songs Unlocked __ 24 Lightning Plug Jumps Taken __ 12 Solo's Learned __ 47 Upgrades Purchased __ 9/9 Storyboard Concept Art Unlocked (achieved through the main storyline) __ 12/12 Landmark Concept Art Unlocked (if you have all the landmarks you'll have this) __ 17/17 Ironheade Concept Art Unlocked __ 4/4 Character Concept Art Unlocked (achieved through the storyline) The Ironheade Concept art is as follows (thanks to 55592) 1. Eddie Riggs 2. Ophelia 3. Lars Halford 4. Lita Halford 5. Kill Master 6. Mangus 7. Demon Eddie (all of the above are unlocked through the story by meeting these characters.) 8. Roadie 9. Razor Girl 10. Headbanger 11. Thunderhog 12. Fire Baron 13. Headsplitter 14. Metal Beast & Zaulia 15. Rock Crusher 16. Bouncer (All of the Unit art is obtained by creating a certain amount of that unit. Start an AI game on Feeding Area and set your LB beacon or Rally Flag to the animal. I had a couple units guarding my fan towers but everyone else get's sent to the grave by the Demonic Parasite. So if you need the Headsplitter just keep building them and killing them off and same for the others, this was 55592's strategy so I'll give him credit) 17. Megastage (Obtained by standing at the mic of your stage for 5 minutes then getting off. You must be on foot to get on the mic.) -There you have it. Once all that is complete you will have earned yourself the Metal God Achievement. Thanks goes out to 55592 for the help and hope this get's a sticky for future Metal God seekers.
Please don't take credit for this guide or use it without my permission. -- daveprince13
Request sticky, a most complete list indeed!
To those struggling to have purchased every upgrade, you do not need to buy all paint jobs and rockmore effigies, and you can earn 15 tributes by joining a patrol of your troops that you find randomnly across the map, and helping them win a fight against a random patrol of an enemy faction.
While not needed for 100% and the metal god achievement, I had wasted alot of time trying to get the ghost horse concept art, which does not exist. Here is a list of Beast concept arts, which can be unlocked by killing a number of them on foot while targetting them, or so it seems from my experience:
Metal Queen/Chrom Recluse (Story related)
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by
Nitin Nohria
and
Michael Beer
by
Nitin Nohria
and
Michael Beer
A version of this article appeared in the May–June 2000 issue of Harvard Business Review .
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies. Free for a limited time!
Change may be the only constant in today's organizations. Here's how to lead through it.
Read more on Change management
or related topic
Leadership and managing people
Nitin Nohria is the former dean of Harvard Business School.
Michael Beer is the Cahners-Rabb Professor of Business Administration, Emeritus, at Harvard Business School, a cofounder of TruePoint Partners, and author or coauthor of 12 books. His most recent book is Fit to Compete: Why Honest Conversations About Your Company’s Capabilities Are the Key to a Winning Strategy (Harvard Business Review Press, 2020).
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies. Free for a limited time!
Change may be the only constant in today's organizations. Here's how to lead through it.
Copyright © 2022 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.
Here’s the brutal fact: 70% of all change initiatives fail. Why? Managers flounder in an alphabet soup of change methods, drowning in conflicting advice. Change efforts exact a heavy toll—human and economic—as companies flail from one change method to another.
To effect successful change, first grasp the two basic theories of change:
1) Theory E change emphasizes economic value—as measured only by shareholder returns. This “hard” approach boosts returns through economic incentives, drastic layoffs, and restructuring. “Chainsaw Al” Dunlop’s firing 11,000 Scott Paper employees and selling several businesses—tripling shareholder value to $9 billion—is a stunning example.
2) Theory O change—a “softer” approach—focuses on developing corporate culture and human capability, patiently building trust and emotional commitment to the company through teamwork and communication.
Then, carefully and simultaneously balance these very different approaches . It’s not easy. Employees distrust leaders who alternate between nurturing and cutthroat behavior. But, done well, you’ll boost profits and productivity, and achieve sustainable competitive advantage.
The UK grocery chain, ASDA, teetered on bankruptcy in 1991. Here’s how CEO Archie Norman combined change Theories E and O with spectacular results: a culture of trust and openness— and an eightfold increase in shareholder value.
The new economy has ushered in great business opportunities—and great turmoil. Not since the Industrial Revolution have the stakes of dealing with change been so high. Most traditional organizations have accepted, in theory at least, that they must either change or die. And even Internet companies such as eBay, Amazon.com, and America Online recognize that they need to manage the changes associated with rapid entrepreneurial growth. Despite some individual successes, however, change remains difficult to pull off, and few companies manage the process as well as they would like. Most of their initiatives—installing new technology, downsizing, restructuring, or trying to change corporate culture—have had low success rates. The brutal fact is that about 70% of all change initiatives fail.
In our experience, the reason for most of those failures is that in their rush to change their organizations, managers end up immersing themselves in an alphabet soup of initiatives. They lose focus and become mesmerized by all the advice available in print and on-line about why companies should change, what they should try to accomplish, and how they should do it. This proliferation of recommendations often leads to muddle when change is attempted. The result is that most change efforts exert a heavy toll, both human and economic. To improve the odds of success, and to reduce the human carnage, it is imperative that executives understand the nature and process of corporate change much better. But even that is not enough. Leaders need to crack the code of change.
For more than 40 years now, we’ve been studying the nature of corporate change. And although every business’s change initiative is unique, our research suggests there are two archetypes, or theories, of change. These archetypes are based on very different and often unconscious assumptions by senior executives—and the consultants and academics who advise them—about why and how changes should be made. Theory E is change based on economic value. Theory O is change based on organizational capability. Both are valid models; each theory of change achieves some of management’s goals, either explicitly or implicitly. But each theory also has its costs—often unexpected ones.
Theory E change strategies are the ones that make all the headlines. In this “hard” approach to change, shareholder value is the only legitimate measure of corporate success. Change usually involves heavy use of economic incentives, drastic layoffs, downsizing, and restructuring. E change strategies are more common than O change strategies among companies in the United States, where financial markets push corporate boards for rapid turnarounds. For instance, when William A. Anders was brought in as CEO of General Dynamics in 1991, his goal was to maximize economic value—however painful the remedies might be. Over the next three years, Anders reduced the workforce by 71,000 people—44,000 through the divestiture of seven businesses and 27,000 through layoffs and attrition. Anders employed common E strategies.
Theory E change strategies usually involve heavy use of economic incentives, drastic layoffs, downsizing, and restructuring. Shareholder value is the only legitimate measure of corporate success.
Managers who subscribe to Theory O believe that if they were to focus exclusively on the price of their stock, they might harm their organizations. In this “soft” approach to change, the goal is to develop corporate culture and human capability through individual and organizational learning—the process of changing, obtaining feedback, reflecting, and making further changes. U.S. companies that adopt O strategies, as Hewlett-Packard did when its performance flagged in the 1980s, typically have strong, long-held, commitment-based psychological contracts with their employees.
Theory O change strategies are geared toward building up the corporate culture: employee behaviors, attitudes, capabilities, and commitment. The organization’s ability to learn from its experiences is a legitimate yardstick of corporate success.
Managers at these companies are likely to see the risks in breaking those contracts. Because they place a high value on employee commitment, Asian and European businesses are also more likely to adopt an O strategy to change.
Few companies subscribe to just one theory. Most companies we have studied have used a mix of both. But all too often, managers try to apply theories E and O in tandem without resolving the inherent tensions between them. This impulse to combine the strategies is directionally correct, but theories E and O are so different that it’s hard to manage them simultaneously—employees distrust leaders who alternate between nurturing and cutthroat corporate behavior. Our research suggests, however, that there is a way to resolve the tension so that businesses can satisfy their shareholders while building viable institutions. Companies that effectively combine hard and soft approaches to change can reap big payoffs in profitability and productivity. Those companies are more likely to achieve a sustainable competitive advantage. They can also reduce the anxiety that grips whole societies in the face of corporate restructuring.
In this article, we will explore how one company successfully resolved the tensions between E and O strategies. But before we do that, we need to look at just how different the two theories are.
To understand how sharply theories E and O differ, we can compare them along several key dimensions of corporate change: goals, leadership, focus, process, reward system, and use of consultants. (For a side-by-side comparison, see the exhibit “Comparing Theories of Change.”) We’ll look at two companies in similar businesses that adopted almost pure forms of each archetype. Scott Paper successfully used Theory E to enhance shareholder value, while Champion International used Theory O to achieve a complete cultural transformation that increased its productivity and employee commitment. But as we will soon observe, both paper producers also discovered the limitations of sticking with only o
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