The Inside Story of Oculus Rift and How Virtual Reality Became Reality

As he flew from Orange County to Seattle in September 2013, Brendan Iribe, the CEO of Oculus, couldn’t envision what the next six months would bring. The rhapsodic crowds at the Consumer Electronics Show. The around-the-block lines at South by Southwest. Most of all, the $2 billion purchase by Facebook. That fall Oculus was still just an ambitious startup chasing virtual reality, a dream that had foiled countless entrepreneurs and technologists for two decades. Oculus’ flagship product, the Rift, was widely seen as the most promising VR device in years, enveloping users in an all-encompassing simulacrum that felt like something out of Snow Crash or Star Trek. But it faced the same problem that had bedeviled would-be pioneers like eMagin, Vuzix, even Nintendo: It made people want to throw up.

This was the problem with virtual reality. It couldn’t just be really good. It had to be perfect. In a traditional videogame, too much latency is annoying—you push a button and by the time your action registers onscreen you’re already dead. But with virtual reality, it’s nauseating. If you turn your head and the image on the screen that’s inches from your eyes doesn’t adjust instantaneously, your visual system conflicts with your vestibular system, and you get sick.