Byron Reeves - "Games That Change the Nature of Work: Lessons in Making and Implementing Productivity Games in the Enterprise "

STANFORD UNIVERSITY SERIOSITY, INC.

STANFORD UNIVERSITY SERIOSITY, INC. Issues with games@work 1. Who’s playing?  Consumers vs. employees 2. Most important game features  Points vs. stories 3. Connections to behavioral data  easy vs. hard 4. Evidence of success  Signing up vs. working better 5. Why should I play?  Paid to play vs. enticed to play

STANFORD UNIVERSITY SERIOSITY, INC. Consumer vs. employees

STANFORD UNIVERSITY SERIOSITY, INC. Consumer vs. employees  Consumers  # eyeballs  Leverage social networks  Viral loops  Short attention spans  Employees  Paid to play  Sensitivity to push  Will this affect my pay?  Perils of transparency

STANFORD UNIVERSITY SERIOSITY, INC. Important enterprise game ingredients

STANFORD UNIVERSITY SERIOSITY, INC. Target’s Check-out GameG= goodR= slow

STANFORD UNIVERSITY SERIOSITY, INC. The ingredients for successful games 1. Narrative 2. Self representation 3. Ranks and levels 4. Feedback 5. Rules 6. Transparency 7. Economies 8. Teams 9. Communication 10. Time pressure

STANFORD UNIVERSITY SERIOSITY, INC. Time in session

STANFORD UNIVERSITY SERIOSITY, INC. Epic business stories  I want to be part of the big story!  Celebrate small but critical contributions  Causes lots of difficult business conversations  Maintains game over extended time periods  One year progress bars

STANFORD UNIVERSITY SERIOSITY, INC. Connecting to behavioral data

STANFORD UNIVERSITY SERIOSITY, INC.6/24/2012 Reeves & Read 17

STANFORD UNIVERSITY SERIOSITY, INC.6/24/2012 Reeves & Read 18

STANFORD UNIVERSITY SERIOSITY, INC. Effects of an energy game on home energy useKilowatt hoursper day Game intervention 10 day time periods 30 day before and after game intervention

STANFORD UNIVERSITY Connecting to data  Good connections are technically complicated  Behaviors! …vs. attitudes, knowledge, intentions  Sensors everywhere but new in organizations  Approvals, approvals…  Automated vs. player entries

STANFORD UNIVERSITY SERIOSITY, INC. Evidence of enterprise success

STANFORD UNIVERSITY

STANFORD UNIVERSITY SERIOSITY, INC. Effects of game incentives on average talk time during calls Blue – rewarded for Mean talk productivity time in seconds Red – rewarded for satisfaction Session over two weeks

STANFORD UNIVERSITY Evidence of success  Go for the big metrics  What would really cause a high five in the hallway?  Often a new conversation  “Just want to see if people like this idea”  Fun in service of specific outcomes  Can’t use this data for your game  Evidence for causality (time order, third variables)

STANFORD UNIVERSITY SERIOSITY, INC. Why should I play a game at work?

STANFORD UNIVERSITY SERIOSITY, INC. Lessons from enterprise introductions  Stricter rules = better intro, but…  Bottom up a huge part of entertainment games success  Game gurus critical as adoption leaders  Internal marketing during launch

STANFORD UNIVERSITY SERIOSITY, INC. Summary  This is working!  The best and biggest applications are ahead of us

STANFORD UNIVERSITY SERIOSITY, INC. End

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Byron Reeves - "Games That Change the Nature of Work: Lessons in Making and Implementing Productivity Games in the Enterprise "

by Gabe Zichermann on Jun 24, 2012

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Byron Reeves - "Games That Change the Nature of Work: Lessons in Making and Implementing Productivity Games in the Enterprise " Presentation Transcript