A few months ago I wrote a post on the promise of Gamification in the Enterprise. You can read the whole piece but as a recap, here are some of the more salient points:
1) Gamification in the enterprise is not about trivializing business processes or activities, but rather about embracing a design methodology that taps into an inherent “addiction” inside all of us to the engagement mechanics and format of “good games”
2) Games surround us everywhere, if we choose to see them as such. Just because we don’t envision the business (and other) systems around us as games; just because we don’t design them as games; doesn’t mean they’re any less of a game – it just makes them bad games that no-one wants to play.
3) The ultimate expression of engagement is the human feeling of enjoyment – where we actively derive pleasure from engaging in a specific activity. What if we could bring that level of engagement into a business process, like Innovation for example, that would have people actively choosing to give up their free time to create new value for the company?
As in the past, a company’s Innovation process has become the best testing ground for new ways to engage the broader crowd – not least of which the history of corporate innovation becoming ever more successful with the increasing size of the crowd they’re able to tap into. Gamification is no different – and already companies like Citi, Cisco, Houghton-Mifflin Harcourt and others have embraced Gamification as a way to redesign systems to drive a new level of engagement within their crowds.
For example – at Citi, we were able to engage more than 263,000 employees around the world in 97 countries in a collaborative innovation challenge that incorporated Gamification techniques to drive a unique process that collected over 2,300 raw ideas, developed and refined 10 of those into full on business cases with accompanying video pitches, and then further refined those into 4 top quality concepts complete with prototypes that were pitched in front of Citi’s top 5 executives to be funded for development. The amount of collaborative builds was incredible – with each of the top ideas all-receiving input from multiple business units and geographies – something previously unheard of at Citi. And the most amazing part of all? There were zero incentives used to drive that high level of engagement beyond the gamified design of the challenge enabled by the Spigit tool. (You can read more about the Citi Ideas Global Challenge here)
But Gamification has impact in every part of the organization and has the potential to revolutionize the way we do business as a whole. For example – another technique we pioneered here at Spigit is the use of Gameboards – which effectively change good old fashioned process charts like this:
The game board approach not only conveys the same information as a process chart does – but also the critical engagement elements of story line, goal orientation, levels, emotions, and more. It enables us, as social strategists, to at any one point in time look at the game board and ask ourselves “Would I play this game”? – a engagement perspective that we never consider in normal design. Why would you ever do a process chart ever again?
As always, there is much more to this concept – but I would love to hear your thoughts in the comments below!