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GAMIFICATION
1
in practice
”How to successfully add Gamification to a system”
Jan Bidner
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Games?Seriously!
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Games
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Games Make Sense
4
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“the use of game design elements and game mechanics in a non-game
contexts”
5
“Black Belt UX”
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Gartner, 2012 Predictions about
Gamification
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70%
50%
25%of redesigned business processes will use gamification by 2015
of organizations That Manage Innovation Processes Will Gamify Those Processes, by 2015
of global 2000 businesses will be managing at least one “gamified” application or system by 2014.
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Gamificationis trending
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WHO’sa Gamer?
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Young boy?
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The 2014 Essential Facts About the Computer and Video Game Industry was released by the Entertainment SoftwareAssociation (ESA) in April 2014. The annual research was conducted by Ipsos MediaCT for ESA. The study is the most in-depthand targeted survey of its kind, gathering data from more than 2,200 nationally representative households. Heads ofhouseholds, and the most frequent gamers within each household, were surveyed about their game play habits and attitudes.
ESA annual research 2014
http://www.theesa.com/wp-content/uploads/2014/10/ESA_EF_2014.pdf
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Music Movies Games
http://www.statista.com/
$25BN
$88,3 BN$101,6 BN
Worlds greatestEntertainment Industry
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HOWDo we learn?
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10% Of what you read sticks
20% Of what you hear lingers on
30% Combined sound and vision
90% Interact with learning materials
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Gaming is a primarysource of entertainment today and central to learning
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Happyland!Just do it... Or What?
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80%80%
20%
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Marketing, Sales, Military, Health….HR, Oboarding, training…
Trends – Last decades
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”Toolbox”
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- Points- Badges- Leaderboards
No Silver Bullet
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Meaning
Empowerment
Social Influence
Unpredictability
Avoidance
Scarcity
Ownership
Achievement
0%
50%
100%
Core Drives - Octalysis
Black Hat
White Hat
Octalysis Group / Yu-Kai Chou
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Bartle Player Types
Pla
yer W
orld
Action
Interaction
Killers Achievers
Socializers Explorers
Compete
Win
Strategy
Challenges
Levels
Challenge
Level up
Co Operation
Communicate
Fantasize
Personalize
Perform
Collect
CalculateFinish
Interpret
Learn
Repeat
Overcome
Investigate
Reflect
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Challenges
Rewards
Feedback
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DYNAMICS MECHANIC
S
vs
vsEVERYTHING
ELSE
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EXAMPLESConcrete
GAMIFICATIONofPractices
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LINKED INEarly results
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French Postal Service
Dropout rate 25%!
”Play a working week”
Dropout rate 8% !!!http://formaposte-iledefrance.fr/jeu-facteur-academy/
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ÅDALSSKOLANGreat focus on socialize and achieve
MADE BY
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ZOMBIE RUNStorytelling /Narrative
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Deloitte Success Story (DLA)”Addictive Behaviour”
”Unpredictable Rewards”
”Contextual Leaderboards”
”Missions”
https://hbr.org/2013/01/how-deloitte-made-learning-a-g
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How to?Start?
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Business Goals?
Target Audience?
Measuring success?
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• Engage HR and process owners• Address 4-5 specific activities/areas• Define Business Goals, target audience, how to
measure success What behaviour do we want to change (by adding meaning and increase engagement)
• Pitch the activities and our conception of gamification to the customer
• Workshop candidate Game Mechanics (with player types and Core Drives in mind)
• Consider whether it’s structural gamification (system elements) or Serious Games (Narrative/tailored/storyline)
• Make a Proof of Concept
AC
TIO
N LIS
T T
OU
LOU
SE
© Sogeti Why not add some positive incentives?
What is the core drive for
Time reporting?
