I made this presentation at the recent Gamification in Human Resources Conference in Viennna April 2015

1. Gamification and the Human Condition
Marigo Raftopoulos

2. Who am I?
Reiss 2000: 16 core desires marigo@strategicgameslab.com

3. We are bored,
disengaged &
uninspired
Engaged
Disengaged
Enrolled
20%
40%
40%
Towers Perrin 2011; Gallup 2013;
CEO Institute 2013

4. People are born with intrinsic motivation, self
respect, dignity, curiosity, and joy in learning.
W. Edwards Deming
Founder of TQM

5. Our prevailing system of management has
destroyed our people.
W. Edwards Deming
Founder of TQM

6. Think like a game designer.

7. Carl Jung
Modern Psychology
Who Am I
Joseph Campbell
Hero’s Journey
Follow Your Bliss
marigo@strategicgameslab.com

8. This is what game designers
know…

9. 7 examples, 7 core desires marigo@strategicgameslab.com

10. Power
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11. Independence
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12. Honor
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13. Vitality
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14. Community
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15. Ownership
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16. Self confidence
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17. How do you create experiences
that make people FEEL
something?

18. Human “Resources”
Human “Capital”
How does that make people
“FEEL”?

19. The HR Challenge:
What journey are we creating?
What experiences are we offering?
How do we want our staff to feel?

20. Game thinking in HR
In the future of work, you are
experience designers
You create possibility spaces
Experiences that facilitate learning,
performance, productivity &
innovation
marigo@strategicgameslab.com

21. Part 2: Enterprise Gamification
Research
Time to level up
marigo@strategicgameslab.com

22. Gamification in the enterprise
Literature review - Critique
- Design Methodology
Survey 304 global case studies - Taxonomy
In-depth survey 24 leading organisations – Enablers/Barriers
marigo@strategicgameslab.com
Doctoral researcher:
Marigo Raftopoulos

23. Enterprise
Gamification
Technology
Strategy
Games &
Simulations
Mobile apps
Gaming
platforms
Browser
based
Platforms
Vendor
Supplied
Self built
Product/Servi
ce
Modifications
Minor modsMajor mods
Playful
Experiences
Low/no tech
High tech
Technology options are wide & impact
design decisions differently
n=304
+ Secondary technologies:
• Augmented reality
• Virtual reality
• Social media
25%
47%
24%
23%
20%
8%
https://www.academia.edu/11951428/How_enterprises_play_Towards_a_taxonomy_for_enterprise_gamification

24. That which creates value, also destroys
value
https://www.academia.edu/9882613/Towards_Gamification_Transparency_A_conceptual_framework_for_the_development_of_responsible_gamified_systems

25. Strategic Balance +
Design Process + Integrated Capability
https://www.academia.edu/11951428/How_enterprises_play_Towards_a_taxonomy_for_enterprise_gamification
https://www.academia.edu/9882613/Towards_Gamification_Transparency_A_conceptual_framework_for_the_development_of_responsible_gamified_systems

26. Success
“Careful mapping of target
audience, use of the right
game elements, use of the
right analytics.”
“Analysis of the players.”
“Designing non-manipulative
game mechanics”
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

27. Gamification Critical Success Factors
Astute project management (24%)
Design skills and design process (24%)
Profiling of target audience (12%)
Teamwork (IT, HR, Marketing, Finance) 12%
The right technology (10%)
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

28. “Barriers were primarily
with technology. I do not
believe vendor solutions
are mature enough yet.”
“Meaningless and arbitrary
use of game mechanics.”
“Sometimes I felt like I was
playing the wrong game.”
Failures
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

29. Gamification Failures
Wrong technology (38%)
Poor project management (26%)
Unsuitable game play and mechanics (16%)
Poor design (12%)
Inadequate measures (8%)
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

30. A closer look at technology limits
• Vendor capability
• Platform restrictions
• Data integrity issues
• Limited reporting capabilities
• Vendors do not know the target market
• On time delivery
• Scalability issues
• Adoption of the platform
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

31. what would you do
differently?
“I would have spent more time
at the beginning looking at
more game thinking elements
and fewer game mechanics. I
think I would have created a
more engaging program.”
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

32. What would you do it differently..
Strategic design process (26%)
Selective game play and mechanics (22%)
Appropriate technology and vendors (19%)
Project management & metrics (14%)
Prototyping options (11%)
marigo@strategicgameslab.comEnterprise Gamification Experience Survey Responses

33. Find your best practice - Design
• Strategic design
process
• Design skills literacy
• Target audience
profiling
• Selective gameplay
and mechanics
• Prototyping options
marigo@strategicgameslab.com

34. Find your best practice - Technology
• The right platform
• Vendor capability
• Systems integration
• Data integrity
• Collaborative design
process
• Ongoing maintenance
marigo@strategicgameslab.com

35. Find your best practice - Capability
• Astute project
management
• Not a game
• Cross-division
teamwork (IT, HR,
Finance, Marketing)
• Metrics and
measurement
marigo@strategicgameslab.com

36. Technology + Gameplay +
Mechanics
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37. Meaning
Learning
Engagement
Purpose
Connection
Keep it real
marigo@strategicgameslab.com

38. Thank you!
marigo@strategicgameslab.com
@marigo