Marigo Serious Games Preso for Gcap

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Presentation for GCAP December 2009

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  • Inspires me!
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  • Hey Marigo, excellent slides and some really nice charts/explanations. Believe it or not I have JUST fiinshed mine and it's a mere 168MB (several - too many? - movies). Also I have used the same chalkboard image although for a different reason. Google images haha! I think you, Ben and I are certainly coming from different angles/aspects to the same points and it's going to give a very useful and powerful perspective of the opportunities available.
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  • Marigo Serious Games Preso for Gcap

    1. 1. SERIOUS GAMES FOR SERIOUS BUSINESS Marigo Raftopoulos ~ Director Strategic Essentials GCAP December 2009, Melbourne
    2. 2. ABOUT ME • Strategyconsultant for public & private sector • Strategy & capability development & knowledge management • Existing business tools in strategy Yeah, and L&D are becoming ineffective dream on • Researchingserious games for last 2 years (newb & ABC finalist) •I come to you with a challenge
    3. 3. WHY AM I HERE? • Significantopportunities in immersive learning and development • My focus will be on corporate training & development • Widely recognised need for new, more effective business & learning tools such as SG, VR, SIMS • But are YOU ready? • First, a little more on where the corporates are at...
    4. 4. IT’S THE END OF “BUSINESS AS USUAL”
    5. 5. WHAT DOES THIS MEAN? • Tomorrow will not be like yesterday. This is no mere recession: it's a tectonic global shift in savings, consumption, and investment 20th century business isn't fit for 21st century economics. Yesterday's businesses were built for a world of over-consumption, artificially cheap production, symmetrical competition, and macroeconomic stability. That was yesterday. Tomorrow's market leaders have new DNA. The next-generation leaders look and feel radically different because they are built for 21st century economics not 20th century economics Umair Haque 2008, Harvard University
    6. 6. THE FUTURE LABOR MARKET Predictions are that by 2010 the top 10 in-demand jobs did not exist in 2004
    7. 7. CHANGE IS PERMANENT • Volatile, unsustainable & unethical business practices over last 20yrs culminated in the GFC • Growth in a culture of stakeholder collaboration & consultation • Disruptivetechnologies changing the way we do business e.g. social media, social networks • Changing of the guard in business leadership e.g. Gen X & Y
    8. 8. A NEW ERA HAS EMERGED 3(4"&5$'"() ,6$&+(1) !"##$%"&$'"() 7/-8"&9,) *+,-&+%.-/0)+(-/##+1/(2/)
    9. 9. THE IMPLICATIONS FOR BIZ • Develop new skill sets • Creativity & innovation critical • Strategy is everyone’s job • Leveraging networks • Working in virtual teams • Democratization of leadership • Agile structures & processes
    10. 10. THIS IS WHERE SG COME IN !! 7.0/85.9%( !! "#3/+-%( /%.-&0&:( 3+550)0/06%5( %&;0-+&2%&$( </.*9,/&%55( =2.:0&.6+&( ?02,/.6+&( >-%.6;0$*( !! "#$%&'( !! "#$%&'()%*+&'( 1+23-%4%&50+&( )+,&'%'(-%./0$*(
    11. 11. BECAUSE LEARNING COMES THROUGH THIS
    12. 12. AND NOT THIS
    13. 13. AN EXAMPLE: IBM INNOV8 • http://www.youtube.com/watch? v=hXplJ6ZNEs0
    14. 14. THE IBM EXPERIENCE - AIMS • Innovative solution to learning • Find the fun in the content • Linkuser experience to social networks to share & collaborate to ‘extend the life of the game’ • Intrinsic motivators - story, heroes, score, competition • Understand audience needs, expectations, motivations
    15. 15. THE IBM EXPERIENCE - EXPECTATION • Understand your value proposition in 5 minutes! • Proof of concept, playable demo • Capture data, metrics, show ROI • Level of effort to be ‘worth it’ • Immersive & reusable • Platform cost-effective to update & modify
    16. 16. ARE YOU READY? • Game studios focusing on the entertainment market are showing interest in SG • Emergent supply chain developing for SG in corporate training & education • Restrictive business focus? ”we’re an entertainment company” • Business model predominantly a publisher-driven, “work for hire” approach for retail distribution
    17. 17. THE NUMBERS • Global video games market is at $42b & set to grow by $26b over next 2 yrs (PwC) • SG global market estimated at $2b • Other estimates suggest the health games market alone is $6b (incl wii fit) • Australian data is hard to estimate • However we should be looking at this another way...
    18. 18. CORPORATE TRAINING IN AUSTRALIA Organisational investment in training on personal and professional development is $4.02billion (ABS 2002) On the job 55% Internal workshops, etc 42% External workshops, etc 76% Computer assisted training 33% * Audio visual 11%** Other 14% NB: Organisations engaged more than one method therefore will not round to 100% * up to 60% for orgs employing 100+ staff ** up to 30% for orgs employing 100+ staff
    19. 19. CORPORATE TRAINING IN THE US Organisational investment in corporate training is US$56.2billion (Bersin & Associates 09) This market is bigger than the global video games industry Virtual classrooms, 60% advanced technology SIMs & rapid e-learning 30% Training & e-learning businesses are already repositioning themselves by investing in game technology
    20. 20. VOCATIONAL TRAINING IN INDIA Private investment in vocational training is US$2.5billion & growing fast (AUSTRADE 09, ZDNetAsia08) Flexible, technology driven, multi-media solutions to vocational training are highly sought after to fill skill gaps (young, tech savvy workforce) Scalable e-learning, on-line tools for staff to learn in their own time and not disrupt day-to day work commitments
    21. 21. WHAT IS HOLDING YOU BACK? • Lackof research and hard data on market size and ROI • Highly fragmented industry • Studio capabilities • Lack of buyer need awareness • Lack of industry standards • Lackof a profitable & sustainable business model for SG (a global issue)
    22. 22. BUT A DIFFERENT MODEL IS NEEDED (FROM THIS) !"#$%&'()* +,"-%.* /%&,)%#"0.1* !$23()* 415(&,* 72)8(,* !$23* /(5($.6** /%&,)%#",(**
    23. 23. TO THIS: INTEGRATED, COLLABORATIVE, SOLUTIONS BASED !"#$%&' (%)$*&' 1&02#+' 3,4#"#&,&$' !+"",-+.,&$' 6",7$.' /$)$"+5' !+"",-+.,&$' 8$,.%' 9$4.$,&$' /#*&.#-0&$' /$"#)$.'
    24. 24. PEDAGOGY IS JUST AS IMPORTANT AS ENGAGEMENT Engagement Reflection Learning Motivation Feedback/ Learning goals Results Outcomes Comprehen- sion Learning by doing Which makes partnerships with clients, subject matter expert and learners themselves important in the development process
    25. 25. THE TRICK IS TO MAKE THIS
    26. 26. AS FUN AS THIS
    27. 27. BACK TO THE BUSINESS OF GAMES • Success Factors: • Sustainable business model • Scalable products • Profitable ventures • Think outside the box • Studio capability development • Partnering or strategic alliances
    28. 28. BACK TO THE BUSINESS OF GAMES • What are you selling? • Time • Software • Content • Toolsets Define your business: Motorola’s mission “applying technology to benefit the public” moved their business from producing TVs to a major tech player
    29. 29. BACK TO THE BUSINESS OF GAMES • Due Diligence: • Market research • Targeted business development • Partnering • Distribution • Marketing & sales
    30. 30. IDEAS WORTH CONSIDERING • Cross-Industrycollaboration for SG in Australia? • e.g. Serious Games Institute (Coventry University) • ANGILS a UK non-profit org promoting the growth of SG • e.g. Institute for the Future • e.g. ABC/Screen Australia SG competition
    31. 31. DON’T GET LEFT BEHIND! CORPORATES ARE REINVENTING THEIR BUSINESS MODELS - ARE YOU??
    32. 32. THANK YOU! Marigo Raftopoulos Email: marigo@strategicessentials.com.au Twitter: @marigo Skype: marigo.raftopoulos http://talesfromthecasbah.blogspot.com

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