At One Fat Sheep we use digital technology to influence behaviour. One approach is to apply game dynamics to achieve a higher rate of participation and long-term engagement. This presentation introduces gamification and some recent success stories.

1. GAME CHANGER
Creating a Recognition Culture through Gamification
CREATIN DI ITAL CULTURE

2. We use digital technology to
“INFLUENCE BEHAVIOUR”
CREATIN DI ITAL CULTURE

3. GAMIFICATION: and
“The art of applying game dynamics
game thinking to non-game initiatives to
solve problems and engage users”

4. PATOLLI: 200 BC
Mesoamerican
A SERIOUS GAME
PLAYERS GAMBLED
» Food
» Metals
» Family
» Freedom

5. DUNGEONS & DRAGONS: 1974
Wizards of the Coast
GAME DYNAMICS
»
» Experience Points
» Hit Points
» Levelling Up
» Role Playing
» Improvisation
» Party Campaigns
Rules interpreted
and controlled by the
“Dungeon Master”

6. PACMAN : 1980
Namco
255 LEVELS Creation
of an iconic
Top Grossing Game
of All Time
Maximum points with no
loss of life: 3hrs 41mins
Character $2.5 Billion

7. WORLD OF WARCRAFT : 2011
Massively Multiplayer Online Role Playing Game (MMORPG)
WOW generates:
WOW 22.7 WORK 35 TV 39.25
$800 Million / Year
11.5 Million Subscribers 22.7 Playing hours / week Mainly thru virtual goods

8. GAMIFICATION GAME DYNAMICS /
ENGAGEMENT TACTICS
STATUS Badges Leveling Up
SOCIAL Progress Bars Leaderboards Micro Leaderboards
ACTION Virtual Currency Rank Social Connectivity
Points / Credits Experience Points Rewards

9. GAMIFICATION GAME DYNAMICS /
ENGAGEMENT TACTICS
STATUS Sharing Comparison
Communal
Problem Solving
SOCIAL Competition Companion Gaming Chat
ACTION Commenting VOIP Network Building
Role Playing

10. GAMIFICATION GAME DYNAMICS /
ENGAGEMENT TACTICS
STATUS Narrative Limiting Time Challenges
SOCIAL Small Tasks Chain Schedules
ACTION Funnelling Element of Surprise Rapid Live Feedback
Illusion of Choice Guaranteed Success Virtual Goods

11. “Engagement”

12. Engagement via Engineered
“PURPOSE”

13. GAMIFICATION IS:
25% TECHNOLOGY / 75% STRATEGY
Gamification Behavioural
Platform Cultural Engagement Strategy Change
Create an easily understood
PURPOSE Narrative or Mission
Create ‘Value’ for Intangibles
VALUE - Points and Credits
MEANINGFUL REWARD Meaning = Intrinsic Value
Motivate player to be
ACTION self directed or competitive
Listen, understand, refresh
FEEDBACK and improve.

15. STANDARD REDEMPTION CAMPAIGN
x4 = 1x
Gift on Purchase

16. BLISS: THE WHEEL OF HAPPINESS

17. GAMIFIED REDEMPTION CAMPAIGN
1 Enter code
4 Socialise
2 Spin and Win Prize
3 Share Happiness

18. The elements of fun and
reward have the power
to influence behaviour.

19. VOLKSWAGEN: “THE FUN THEORY”

20. BIG PROBLEM
SOLUTION?
Education / Fear / Money
CHANGE IN BEHAVIOUR

21. BIG PROBLEM
SOLUTION?
Game Dynamics : Status, Social, Action
CHANGE IN BEHAVIOUR

22. RECYCLEBANK Valuing Green Action
» Earn Points
» Get Rewards
» Learn

23. “GREEN YOUR HOME” CHALLENGE

24. “GREEN YOUR HOME” CHALLENGE RESULTS:
The Recyclebank contest was Website Metrics Increased:
mentioned in more than:
» Unique visitors: up 71%
» 4,000 tweets » New visitors: up 112%
» and 500 blog posts. » Refer a friend: up 820%
» Avg. time spent on site: up 3x
Increased Registrations
and Participation:
» New registrations increased 42% Participant became more eco-aware:
» 25% of participants visited the » More than 60% of those surveyed
Challenge microsite 3x or more indicated “moderate” to “considerable”
increases in eco-knowledge

25. RECYCLEBANK Valuing Green Action
Results : Hollywood
» Saved $500,000
in disposal fees
» Generated $250,000+
in recycling revenue
» Two-thirds city residents
participated each month
» Increased recycling
tonnages by 130%

26. Game dynamics not only have the ability to
influence behaviour, but also solve problems.

27. TIME TO TAKE GAMES SERIOUSLY

28. GAMERS SOLVE AIDS PUZZLE THAT BAFFLED SCIENTISTS FOR A DECADE

29. The primary goal of games
is to create entertainment
through intrinsic motivation.

30. FUNDAMENTAL CULTURAL SHIFT

31. PRODUCTION LINE COLLABORATIVE MODEL
Linear / Waterfall Dynamic / Agile

32. GAMIFICATION AND AGILE COMPARISON
AGILE PRINCIPLES GAME DYNAMICS
The team must be empowered to make decisions Autonomy
Limiting Time
Requirements high level only; lightweight & visual Simple Narrative
Develop small, incremental releases and iterate Small Tasks
Regular, short scrum meetings Rapid Feedback
Complete each feature before moving on to the next Levelling Up

33. REDCRITTER
» Real-time Taskboard
» Badges and Rewards Store
» Real-time Message Feeds
»
» User Accomplishments
Agile Production Environment
Redcritter Rewards Store
Status Badges

34. NITRO FOR
SALESFORCE
Team Standings
Challenge based Admin

35. REWARDS MONITORING = HEALTH CHECK

36. PERFORMANCE
VRS. HEALTH
» 50% of performance initiatives fail
» Because long-term health’s ignored
How Do We Value
and Measure Health?

37. using technology to create a
RECOGNITION CULTURE

38. SOCIAL MEDIA
Open, Sharing, Transparent.

39. COMMUNICATION
Cloud, Location, Global, Mobile.

40. catalyst for action
GAMIFICATION
2 catalyst for connection
SOCIAL MEDIA
3 catalyst for information
SEARCH

41. MOBILE, SOCIAL GAMING

42. +
THE CHALLENGE
3 X Challenges were set-up where
patrons could earn instant points and
redeem prizes in real-time.
For Example:
Take a photo of the sauciest wing in the
basket to earn points

43. +
THE RESULTS
Duration: 12 weeks
Participants: 184,000 (*1 in 3 returned)
Social Impressions: 100 Million (Facebook / Twitter)
Brand Engagement: 90 sec. per challenge

44. AS DIGITAL TECHNOLOGY EVOLVES
OUR CULTURE EVOLVES

45. INDUSTRIAL ERA TECHNOLOGY ERA
characteristic TRADITIONALIST BABY BOOMERS GENERATION X MILLENNIALS
(PRE 1946) (1946-1964) (1965 - 1981) (POST 1981-2000)
Generational Personality Sharing Optimistic / Competitive Skeptical Realistic
Management Style Chain of Command Change of Command Self-command Collaboration
Career Goals Build a Legacy Build a Steller Career Build a Portable Career Build Parallel Careers
Reward Self-satisfaction Recognition / Tital Autonomy Meaning
Help me balance every- Work isn’t everything, I
Support me in Give me balance now, not
Balance
shifting the balance when I’m 65
myself balance all activities
Job changing carries Job changing puts you Job changing is Job changing is part of
Job Changing
stigma behind necessary my daily routine
I learned the hard way, Train them too much and The more they learn the Continuous learning is a
Training
you can too. theyll leave more they stay way of life
Annual feedback with lots Sorry to interrupt, but how Feedback whenever I
Feedback No news is good news
of documentation am I doing? want at a push of a button
Data source: Lancaster and Stillman (2002)

46. MILLENIALS ARE THE NEW MAJORITY
Generation By % Population
Next Generation Traditionalists
under 11 years over 55 years
18% 17%
23% Baby Boomers
27% 45-55 years
15%
Millenials
11-30 years
Generation X
30-45 years

47. “If change inside of your
organisation is slower
than the change outside,
then the end is in sight.”
– Jack Welsh

48. HYPE CYCLE FOR EMERGING TECHNOLOGY, 2011
Internet TV
Wireless Power Augmented Reality
Social Analytics Cloud Computing
GAMIFICATION Virtual Assitants
3D Printing
Speech-to-Speech translation Gesture Recognition
Machine-to-Machine Communications
Mobile Robots
EXPECTATIONS
Mesh Networks: Sensor Location-Aware Apps
Speech Recognition
Social TV Predictive Analytics
Cloud/Web Platforms
Mobile Application Stores
Biometric Authentication
QR/Color Code
Quantum Computing
Virtual Worlds
TECHNOLOGY PEAK OF INFLATED TROUGH OF SLOPE OF PLATEAU OF
TRIGGER EXPECTATIONS DISILLUSIONMENT ENLIGHTENMENT PRODUCTIVITY
– Gartner 2011

49. SEARCHES ON TERM ‘GAMIFICATION’
October 2010 October 2011

50. “By 2014, a gamified service
for consumer goods marketing
and customer retention will
become as important as
Facebook, eBay or Amazon...
– Gartner Summit Report 2011

51. ...and more than 70 percent
of Global 2000 organizations
will have at least one
gamified application.”
– Gartner Summit Report 2011

52. GAMIFICATION PLATFORMS INVESTMENT
$17.5 Million
$14.5 Million
$6 Million
$5.7 Million

53. PUT ON YOUR
GAME DESIGNERS HAT.

54. 1 CONSIDER ‘USERS’
AS ’PLAYERS’
SPADES HEARTS
Explorers Socialisers
Enjoy discovering Enjoy interating
at their own pace with other players
DIAMONDS CLUBS
Achievers Killers
Driven by success, Thrive on competition
rewards and status with other players

55. 2 REWARD. WHAT GETS
RECOGNISED GETS REPEATED

56. 3 RECOGNISE
}
Innovation
Core Infrastructure
Staff Wellbeing
INTANGIBLE VALUE Social Capital
Brand Equity
Corporate Market Valuation Today
100%
83% 68% 32% 20% 19%
80%
80% 81%
60% 68%
40%
32%
20%
17%
1975 1985 1995 2005 2009
Tangible Assets Intangible Assets

57. 4 GIVE PURPOSE:
}
Clear Narrative
Personal Mission
Small Measurabe Tasks
SHOW PROGRESS Progress Bars
Levelling Up
Progress is the #1 Motivator.
Only 15% of 32% of
Employees know employees
their company’s doubt there’s
top priorities a plan at all.

58. 5 OFFER REAL TIME
}
Notifciations
Vitrual Rewards
FEEDBACK Status Updates
Rank and Progress Bars
ACTION
RESPONSE

59. 6 FUN LEADS TO HIGHER
ENGAGEMENT AND PRODUCTIVITY

60. GAME DYNAMICS
HAVE THE POWER TO
CHANGE BEHAVIOUR
Carl Pavletich – Digital Strategist
Phone: +64 3 669 2123
Skype: cpavletich carl@onefatsheep.com
Mobile: +64 22 021 8562 www.onefatsheep.com CREATIN DI ITAL CULTURE