Gamification sogeti-toulouse

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

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“the use of game design elements and game mechanics in a non-game

contexts”

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“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?

35

@janbidner

[email protected]+4672-2149913

http://www.sogetipodcast.se/gamification