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© 2015 IBM 1
Enterprise Gamification as
Methodology to Promote
Employee Engagement
From the trough of disillusionmentto the slope of enlightenment
November 17th, 2015
Patrick BartlManaging Consultant
G
© 2015 IBM 2
87%80%
68% 65%60% 60% 58% 57% 55%
Talent development
Employee engagement and
commitment
Talentretention
Workforce productivity
Sourcing and recruiting
Performance management
evaluation
Talent management
Rapid development of workforce skills
Collaboration and knowledge
sharing
Source: IBM CHRO Study 2014; n=320 [CHRO only]
Importance of workforce challenges today
Talent development and employee engagement
are the highest priorities of CHROs
© 2015 IBM 3
9.9%
14.3%
27.4%
Low traditional engagement companies
High traditional engagement companies
High sustainable engagement companies
Source: Towers Watson, 2012; n=50
~3x1yr operating
margin
Employee Engagement
drives Business Performance
© 2015 IBM 4
Gartner Hype Cycle for Social Software
Expectations
Innovation
Trigger
Peak of
Inflated
Expectations
Trough of
Disillusionment
Slope of
Enlightenment
Plateau of
Productivity
Gamification
Plateau will be reached in 2 to
5 years
Source: Gartner, July 2015
Time
© 2015 IBM 5
Hypothesis
Enterprise Gamification promotesEmployee Engagement
© 2015 IBM 6
Approach
1) Enterprise gamification
2) Employee engagement
Definition
?1) Drivers for
engagement
2) Game industry
3) Link between gamification and engagement
4) Applications and case studies
Research
1) Octalysis Gamification Framework
2) Design Thinking
3) Change Management
4) Scrum
5) Others
Tools
1) Application of methods in gamification projects at IBM
2) Analysis of results
3) Hypothesis verification / falsification
Execution
© 2015 IBM 7
Approach
1) Enterprise gamification
2) Employee engagement
Definition
1) Drivers for engagement
2) Game industry
3) Link between gamification and engagement
4) Applications and case studies
Research
1) Octalysis Gamification Framework
2) Design Thinking
3) Change Management
4) Scrum
5) Others
Tools
1) Application of methods in gamification projects at IBM
2) Analysis of results
3) Hypothesis verification / falsification
Execution
?
© 2015 IBM 8
Enterprise Gamification
is the use of game mechanics and experience design in a
non-game context to motivate and (digitally) engage employees
to achieve their objectives and in turn
meet aligned organizational goals.
Patrick Bartl, 2015
© 2015 IBM 9
35yrs
Source: Entertainment Software Association, 2015
Average age of gamers
44% Female gamers
74% Gamers older than 18yrs
Gamification is for everybody
© 2015 IBM 10
Playful Design vs. Gamification
vs. Serious Games vs. Game
Playful Design
Gamification
Serious Game
Game
Game Thinking Game Elements Game Play Just for Fun
Source: Andrzej Marczewski, 2013
© 2015 IBM 11
Implementation of Game Thinking: When to use what?
Game Serious Game
GamificationPlayful DesignLong Term
Short Term
Novelty Change
Len
gth
of
Eng
ag
emen
t
Typeof Engagement
Source: Gamified UK, 2014
© 2015 IBM 12
Employee Engagement
describes the psychological state and behavioral outcomes that
lead to better performance.
Aon Hewitt, 2014
© 2015 IBM 13
AbilityDifficult Easy
Mo
tiva
tio
nLo
wH
igh
Activation Threshold
Triggers succeed
here
Triggers fail here
Source: B. J. Fogg, 2015
Fogg Behavior ModelBehavior = Motivation + Ability + Triggers
© 2015 IBM 14
Minimum Requirements
Discretional Performance
Want-to
Have-to
Pe
rfo
rman
ce
Engagement is about passion and commitment to leverage one’s
discretionary effort to help the employer succeed
© 2015 IBM 15
Approach
1) Enterprise gamification
2) Employee engagement
Definition
?1) Drivers for
engagement
2) Game industry
3) Link between gamification and engagement
4) Applications and case studies
Research
1) Octalysis Gamification Framework
2) Design Thinking
3) Change Management
4) Scrum
5) Others
Tools
1) Application of methods in gamification projects at IBM
2) Analysis of results
3) Hypothesis verification / falsification
Execution
© 2015 IBM 16
67%Say
2 pts 56%Stay
0 pts 58%Strive
1 pts
Source: Aon Hewitt, 2014; Ray Baumruk and Bob Gorman, 2006
The employee advocates for the organization to co-
workers, and refers potential employees and
customers.
The employee has an intense desire to be a
member of the organization despite
opportunities to work elsewhere.
The employee exerts extra time, effort and
initiative to contribute to the
success of the business.
Engaged employees consistently
demonstrate three general behaviors
© 2015 IBM 17
Autonomy
MasteryPurpose Discipline
DRIVE
Source: Daniel H. Pink, 2009
Willingness to do something for a reason
Getting better at something that
matters
Desire to beself-directed
Intrinsic motivation is based on
© 2015 IBM 18
Business Process
Input
Int. / Ext.Supplier
Strive
Stay
Say
Customer Satisfaction
Customer Loyalty
Productivity
Profitability
Employee RetentionPurpose
Mastery
Autonomy
Output
Employee Engagement Customer Experience
Trigger
Ability
Motivation
Employee Experience Business Performance
Behavioral Outcomes
Products and ServicesInt. / Ext.Customer
Int. Ext.
© 2015 IBM 19
Approach
1) Enterprise gamification
2) Employee engagement
Definition
?1) Drivers for
engagement
2) Game industry
3) Link between gamification and engagement
4) Applications and case studies
Research
1) Octalysis Gamification Framework
2) Design Thinking
3) Change Management
4) Scrum
5) Others
Tools
1) Application of methods in gamification projects at IBM
2) Analysis of results
3) Hypothesis verification / falsification
Execution
© 2015 IBM 20
Key tools to implement Enterprise Gamification
Octalyis Gamification Framework Level 1-3
IBM Better Change Method
Design Thinking
Scrum
© 2015 IBM 21
Meaning
Accomplishment
Ownership
Scarcity
Avoidance
Unpredictability
SocialInfluence
Empowerment of Creativity
Black HatMake users feel obsessed, anxious, addicted, and create a sense of urgency
White HatMake users feel powerful, fulfilled, satisfied
Left BrainLogic, ownership, analytical thought,extrinsic motivation
Right BrainCreativity, sociality, curiosity, intrinsic motivation
Octalysis Gamification Framework: Level 1
Source: Yu-kai Chou, 2015
© 2015 IBM 22
Phase 1
DiscoveryWhy would the
user initiate using the
product or service?
Phase 2
OnboardingHow do users
learn the basic tools to play the
game?
Phase 3
ScaffoldingHow to make the
journey fun?
Phase 4
EndgameHow to keep the
veterans motivated?
Octalysis Gamification Framework: Level 2
Source: Yu-kai Chou, 2015
© 2015 IBM 23
Bartle‘s Four Player Types
as basis for Octalysis Gamification Framework: Level 3
Killers Achievers
Socializers Explorers
"I will search for treasure /
reward"
"I will dig around for
information"
"I will empathize
with others"
"I want to beat other
people"
Acting
Interacting
Players World
Source: Richard Bartle, 1996
© 2015 IBM 24
Octalysis Gamification Framework: Level 3
Killers
Socializers
Explorers
Achievers
Discovery Onboarding Scaffolding Endgame
Source: Yu-kai Chou, 2015
© 2015 IBM 25
IBM Better Change Method
ValueRealization
Focus on Strategic Execution
Focus on People Change
Transformation Strategy and Management
Stakeholder Engagement and Communications
Organization Design
ChangeLeadership
Skills and Knowledge
Culture Transformation
Source: IBM, 2015
© 2015 IBM 26
IBM Design Thinking Method
Understand
Explore
Prototype
Evaluate
Hills Sponsor Users
Playbacks
Empathy.Generate
personas and as-is scenarios
Diverge.Generate to-be
scenarios
Build.Generate
wireframes and mockups
Measure.Evaluate
prototypes with stakeholders.
Source: IBM, 2015
© 2015 IBM 27
Scrum enables an agile project management
Vision Iteration 1 Iteration 2 Iteration 3 Iteration n
Implementation & Developer
Testing
Quality Assurance & Acceptance
Testing
Evaluation & Prioritization
Detailed Requirements
Design & Analysis
Deployment
IterationDetail
Source: IBM, 2015
© 2015 IBM 28
Approach
1) Enterprise gamification
2) Employee engagement
Definition
?1) Drivers for
engagement
2) Game industry
3) Link between gamification and engagement
4) Applications and case studies
Research
1) Octalysis Gamification Framework
2) Design Thinking
3) Change Management
4) Scrum
5) Others
Tools
1) Application of methods in gamification projects at IBM
2) Analysis of results
3) Hypothesis verification / falsification
Execution
© 2015 IBM 29
We are making markets by transforming industries and professions with data
We are remaking enterprise IT for the era of cloud.
We are enabling systems of engagement for enterprises. And we are leading by example.
We are making a new future for our clients, our industry and our company.
01
02
03
30,000+
250,000
300,000
200,000
IBMers active in Client Collaboration Hubs for our top 300 accounts
Employees collaborated in an online Jam to shape nine practices that distinguish IBMers
Active IBM users on our Connections social platform
Connections communities established by employees for projects, areas of expertise or general interests
The IBM Strategy
Source: IBM, 2013
© 2015 IBM 30
Seamless adoption of a
new CRM solution by up
to 60,000 employees
worldwide, piloted by
~4,000 employees
Objectives
Internal promotion of IBM
Connections as enterprise
social network (ESN) in
Germany, Austria and
Switzerland
Source: IBM, 2015
© 2015 IBM 31
15k Wiki visits
>2kstatus updates
+63% more log ins per user per
week
76% enjoyed
participating in the challenges
>850 participants
CRM
79% would like to
participate again in a similar initiative
+33% more log ins
overall per day
+17% more
status updates per week
ESN+11% more
unique users per week
Source: IBM, 2014
Enterprise Gamification helped to achieve these results
© 2015 IBM 32
Hypothesis
Enterprise Gamification promotesEmployee Engagement
© 2015 IBM 33
Thank you!
© 2015 IBM 34
Patrick BartlManaging Consultant
IBM GermanyNahmitzer Damm 1212277 Berlin
Email: [email protected]: www.linkedin.com/in/patrickbartlTwitter: @bartlpatrick