WP7 Integration in Corporate Training

BREMEN19-21 September 2011

European Commission Information Society and Media

GaLAGame and Learning Alliance

The European Network of Excellence on Serious Games

WP7 Integration in Corporate Training

Johann RiedelNottingham University Business School

[email protected]

1



Outline

• WP7 Objectives• Partners & PM• Tasks & Timeline• Activities• Stakeholders• SG Integration in Companies• State of the Art• SG Awareness & Adoption in companies• Next Steps

2



WP7 Objectives

• Investigate how to best integrate different kinds of SGs and SVWs into real corporate training processes

• Elicit requirements from end-users and corporate training stakeholders

• Collect, systemize and structure experimental data in order to build metrics

• Elaborate specific methodologies for an non-intrusive integration of SGs and SVWs in existing training contexts,

• Gather and nurture a community of corporate users and stakeholders that are interested in studying, assessing and promoting the adoption of SGs.

3



WP7 PM

4

Partner Person Months

MAN 8

Serious Games Interactive

3

ATOS 6

PLAYGEN 6

UNOTT 6

BIBA 3

AAU 6

AALTO 5

CYNTELIX 6

POLIMI 3

ETH Zurich 0

ESADE 4

CEDEP 4

NURC 3

Total 65



WP7 Tasks & Timeline

• T7.1 Corporate user and training stakeholder requirements (CEDEP)

• T7.2 Metrics for SG in corporate training (Cyntelix)• T7.3 Integration methodologies for corporate training (UNOTT)

• T7.4 Community of corporate users (NURC)

» D7.1 D7.2 D7.3 D7.4

5

Task 7.1

Task 7.2

Task 7.3

Task 7.4

WP7

START M1 2 M2 4 M3 6 END



WP7 Activities

6

SoA Survey Interviews

AdoptionResearch

Case StudiesIntegration

Taxonomy Metrics

• Intra-Network Collaboration: SIG1, SIG2, TC2.6



Key Stakeholders Issues and Needs

• Proof of effectiveness• Patterns of Gameplay• Observatory -

Technologies and Trends

• Pedagogical Practice• Trained Workforce• Market awareness,

promotion and branding

SG Developer Needs

• Competitive Workforce

• Successful Education• Sustainable Training • Innovative &

Sustainable Industry

• Policy Making• Branding

EU Needs

• Competitive Workforce

• Cost Effective Development

• Proof of effectiveness• Pedagogical Practice• Rapid Competence

Development (reduced time to competence)

• Generation Y

Enterprise Needs

GALA

• World Class Research• Cohere European

Research• Common Research

Strategy• Engagement &

Interchange with Industry

Academia Needs



SG Integration in Companies

8

Commercial Benefit

SG Corporate Integration

Training

People Development

Intervention

Change Mngt, Decision Mkg,Culture Adapt

Viral Diffusion

Use game dynamics to

diffuse

Gamification

Of operations,Interaction

with Customer

Indirect Direct Indirect Direct

NEW NEW



D7.1 Report ToC

9

• 1INTRODUCTION1• 1.1WP7 OBJECTIVES1• 1.2WP7 TIMEPLAN2• 1.3WP7 ACTIVITIES - FIRST 12 MONTHS2• 1.4INTRA-NETWORK COLLABORATION2• 1.4.1TC 2.6 Assessment2• 1.4.2SIG 3.1 Business and Management3• 1.4.3SIG 3.2 Engineering and Manufacturing3• 2SG TAXONOMY FOR BUSINESS AND INDUSTRY4• 3SG STATE OF THE ART FOR BUSINESS AND INDUSTRY4• 4SG INTEGRATION IN COMPANIES4• 5SG NEEDS AND REQUIREMENTS FOR BUSINESS AND INDUSTRY4• 6SG AWARENESS AND ADOPTION SURVEY5• 7SG INTEGRATION METHODOLOGIES IN COMPANIES6• 7.1SG INTEGRATION CASE STUDIES6• 8SG METRICS FOR BUSINESS AND INDUSTRY6• 9DISSEMINATION & COMMUNITY BUILDING FOR BUSINESS AND INDUSTRY6• 9.1STAKEHOLDERS7• 10PLAN FOR NEXT 12 MONTHS7• 11CONCLUSION8• REFERENCES8• Appendix8



SoA Classification of Games – Simulation Level

10

Simulation Level Example commercial video games

World/ God Civilization, Capitalism, SimCity

National -

Industry Transport Tycoon, Railroad Tycoon

Inter-Organizational Kingpin (gangsters game), Wall Street Trader

Business/ Organization Theme Park, Theme Hospital

Intra Org/ Org processes -

Group/ Team -

Discipline -Individual Flight Sims, Racing games


European Commission Information Society and Media11

Simulation Level Serious Game Topic AddressedNational 1. LogLab 1. Logistics Industry SimTelecom

SimHealth1. Telecommunications industry2. Health service

Inter-Organizational ShareEmergency/ disaster sims

Inter-organisational learningEmergency/ disaster planning

Business/ Organization

The Small Business Game1. Apples & Oranges2. The Finance Game3. SIMBU4. MOB

1. Sport shopFinance FinanceManagement of manufacturing companiesMobile operators management

Intra Org/ Org processes

KM QuestCOSIGALogtrainGLOTRAINMINT City carChain gameONEEIS

1. Knowledge management2. Product development process3. Supply chain management4. Product development and production5. Factory planning6. Car 7. Supply chain, trading and negotiation8. Logistics and production9. Info Systems change management

Group/ Team Decision baseTango CayenneLivonThe Business Game – TrelleborgBusiness Networking GameKnowledge Management Simulation GamePRIMEBeware

1. strategic business decisions2. managing intangible assets3. developing a project4. marketing differentiation & segmentation5. market6. insurance: car travel and home7. Knowledge management8. strategic management, negotiation, business9. supply network, risk management

Discipline 1. Seconds 1. Impact of strategic decision makingTechniques 1. The beer game

2. JIT game3. refQuest

1. Management of supply chain2. Just-in-time production3. Support for idea-generation

Individual 1. The Business Game2. The Enterprise Game3. Business banking game Branch4. Business Banking Game Group5. SPIKO6. The Supply Net Game7. Virtual Leader

ManagementEnterprise managementHuman resourcesManagement, financeMediating collaboration skillsDynamics of supply (warehousing and distribution

policies)Leadership skills

Riedel, J; & Baalsrud Hauge, J. (2011) State of the Art of Serious Gaming for Business and Industry, In: Thoben, K-D; Stich, V. & Imtiaz, A. (Eds) Proceedings of the 17th International Conference on Concurrent Enterprising, 20-22 June 2011, Aachen, Germany, Centre for Operations Management (FIR), RWTH Aachen, Aachen. ISBN 978-3-943024-04-3.



SG State of the Art - Analysis

12

Simulation Level No. SGs

National 1

Industry 2

Inter-Organizational 5

Business/ Organization 5

Intra Org/ Org processes 9

Group/ Team 9

Discipline 1

Techniques 3Individual

Total7

39



SG Adoption

• Serious games show much potential for corporate training

• We suspect low adoption of SGs in corporate training• & low (50% at best) awareness of SGs

• Why haven’t they been adopted as widely as one would expect?

• What are the barriers?• How do we, as SG researchers and developers,

overcome the barriers?

13



TAM – Technology Acceptance Model

14



Building Critical Mass

15

Innovators (Consortium)

Early Adopters

Early Majority Late Majority Laggards



Virtuous Circle Strategy

16

InnovatorsConsortium

Early Adopters

Opinion Formers

Inter-mediaries

Companies

Individuals



Survey on Corporate Training & Serious Games

• Targeted at the corporate training sector • To assess the level of awareness of serious games• To assess the level of adoption/use of serious games• To assess the level of experience with serious games• To assess the usage areas and benefits • To assess the barriers to adoption• -> improve research and development of future serious

games, better targeted at industrial training needs

• Initial pilot in UK (June-July)• Roll out to European countries?• Baalsrud Hauge, J. Riedel, JCKH; & Azadegan, A. (2011) Identifying the Baseline for Serious Games in

Corporate Training, In: Smeds, R. (Ed.) Co-Designing Serious Games: Proceedings of the 15th Workshop of the Special Interest Group on Experimental Interactive Learning in Industrial Management of the IFIP Working Group 5.7 in collaboration with the EU Network of Excellence Gala, 5-7 June 2011, Espoo/Helsinki, Finland. Aalto University Science + Technology series publication 10/2011, Helsinki, pp1-9. ISBN 978 952 60 41537 17



Survey Responses

18

• sample of 300 companies: – the 100 best companies to work for– the 100 most profitable companies– the 100 fastest growing technology companies

• These lists complied by a leading UK newspaper (The Times).

• Postal questionnaire• 11 companies responded with fully completed survey• Response rate 3%.• This is lower than expected for a postal survey (10%).• Results need careful interpretation.



SG Awareness & Adoption

19

• 36% Aware of SGs

• < 10% Using SGs

• 60% Slow Adopters of SGs

• 40% Early Adopter & First Follower – Positive Result



Adoption S-curve: RFID & SGs

20

Time

100

50

16

84

Early Adopters

Early Majority

Late Majority

Laggards

25

75

Nov. 2005

17 %

0

Diff

usio

n (%

)

SGs 40

SGs 10%

RFID



Training Methods

21

• Classroom 60%

• Role Play 45%

• Business Games 30%

Phone follow-up interviews (number of companies)



SGs for Hard & Soft Skills Training

22

SGs for Soft Skills

SGs for Hard Skills



SGs & Benefits

23

• Become more efficient 40%• Improve staff competence

36%• More flexible company 30%



Next Steps

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• To carry out follow-up interviews with survey respondents• To carry out the SG survey in several European countries?• To run the survey with relevant associations

• To improve the response rate• eg. European Chief Learning Officers Association

• To do case studies on ‘best practice’ serious games use• 4 identified

• Continue SoA and Taxonomy work with SIGs 1 & 2• & Metrics with TC2.6 on Assessment

Documents

WP7 Integration in Corporate Training