Enterprise GamificationGoing Global With The Gamified EnterpriseMario Herger – 2013www.enterprise-gamification.com | www.g...
© 2013 Mario Herger. All rights reserved. 2www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 3www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 4www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 5www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamificat...
© 2013 Mario Herger. All rights reserved. 6www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamificat...
© 2013 Mario Herger. All rights reserved. 7www.enterprise-gamification.com | www.gamificationcommunity.comHarmony vs. Comp...
© 2013 Mario Herger. All rights reserved. 8www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 9www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 10www.enterprise-gamification.com | www.gamificationcommunity.comFairness
© 2013 Mario Herger. All rights reserved. 11www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamifica...
© 2013 Mario Herger. All rights reserved. 12www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 13www.enterprise-gamification.com | www.gamificationcommunity.comSAP Community N...
© 2013 Mario Herger. All rights reserved. 14www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamifica...
© 2013 Mario Herger. All rights reserved. 15www.enterprise-gamification.com | www.gamificationcommunity.comData Privacy La...
© 2013 Mario Herger. All rights reserved. 16www.enterprise-gamification.com | www.gamificationcommunity.comLabor LawsLabor...
© 2013 Mario Herger. All rights reserved. 17www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 18www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 19www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamifica...
© 2013 Mario Herger. All rights reserved. 20www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 21www.enterprise-gamification.com | www.gamificationcommunity.com
© 2013 Mario Herger. All rights reserved. 22www.enterprise-gamification.com | www.gamificationcommunity.comLeveling up – T...
© 2013 Mario Herger. All rights reserved. 23www.enterprise-gamification.com | www.gamificationcommunity.comEnterprise Gami...
Mario HergerEmail: mario.herger@gmail.comTwitter: @mhergerWeb: www.enterprise-gamification.comCommunity: www.gamificationc...
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Mario Herger - Going Global with the Gamified Enterprise

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The rise of the gamified enterprise presents unique challenges globally. Join Gamification Guru and SAP gamification leader Mario Herger as he charts the course of the globally gamified enterprise, and how organizations can take advantage of these powerful tools while avoiding common traps, including cultural differences.

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  • Angry Birds Space icons: Zee QueYHYQArt.com
  • CulturalHarmony vs. CompetitionFairnessGifting / ReciprocityDistanceHeadquarter vs. Remote LocationsLegalData Privacy LawsRewardsVirtual CurrencyTaxes
  • CulturalHarmony vs. CompetitionFairnessGifting / ReciprocityDistanceHeadquarter vs. Remote LocationsLegalData Privacy LawsLabor Laws & Workers’CouncilRewardsVirtual CurrencyTaxes
  • Virtual Gifts and Guanxi: Supporting Social Exchange in a Chinese Online Communityhttp://www-personal.umich.edu/~ladamic/papers/virtualguanxi.pdfPo Bronson, Ashley Merryman, NurtureShock: New Thinking About Children, Twelve, 2006p.65: In western cultures, individuality is emphasized. People are encouraged to define themselves by the things they like and dislike. In high school, joining distinctive subgroups satisfies forming this identity. In Asian cultures, social harmony is valued over individualism. That means children are discouraged to define themselves through personal preferences. The funny outcome is that less groupism is observed in Asian high schools.
  • http://en.wikipedia.org/wiki/Hero_of_Socialist_Labour_%28USSR%29Герой Социалистического Труда
  • Spmebaozi
  • http://thesocietypages.org/socimages/2011/12/26/are-game-show-audiences-trustworthy/Who wants to be a millionaireAmerican audiences root for the candidate and want them to win, independent of their intelligenceRussian audiences think the candidates don’t deserve the win, independent how smart they are or well the perform; the audience does not trust people who make easy moneyFrench audiences are in between.Also differences reported by Dan Ariely in his book “Predicatbly irrational,” where he talks about the indigenous people, who happily accepted the offer of an uneven share (one person was given $20 and told that he can share it with a 2nd person to whatever share he likes; the other person knew about the $20), while western cultures found the share (if less than the half) unfair and did not take the free money.
  • CulturalHarmony vs. CompetitionFairnessGifting / ReciprocityDistanceHeadquarter vs. Remote LocationsLegalData Privacy LawsLabor Laws & Workers’CouncilRewardsVirtual CurrencyTaxes
  • http://jennthom.com/papers/cscw2012finalnames.pdf[..] that suggests that geographically distant members of an enterprise, far from headquarters, have been observed to use social software systems as a way to learn about its organizational culture and build one’s reputation.Further, local culture may play a role in the design of such systems. For instance, a point-based currency on a Chinese online community reproduced norms of social exchange and sharing within that culture, such as guanxi and renping [11]. As a result, gamification features in such cultures would require incentives that included ideals of reciprocity, social obligation and face-saving.
  • http://sap.sys-con.com/node/467003United Nations World Food Programme's Food for Education.
  • CulturalHarmony vs. CompetitionFairnessGifting / ReciprocityDistanceHeadquarter vs. Remote LocationsLegalData Privacy LawsRewardsVirtual CurrencyTaxes
  • http://enterprise-gamification.com/index.php/en/blog/4-blog/65-gamification-and-law-or-how-to-stay-out-of-prison-despite-gamification Data privacy in Germany regulates and forbids the collection and use of personally identifiable data, unless it is explicitely permitted (as described inthe German federal privacy law §4 BDSG; the rest of that law lists the permitted exceptions). The detailed application of co-determination-relevant topics is then task of the involved parties (workers council, board), of course within the legal frame.http://enterprise-gamification.com/index.php/en/blog/4-blog/66-who-owns-gamification-data
  • http://enterprise-gamification.com/index.php/en/blog/4-blog/65-gamification-and-law-or-how-to-stay-out-of-prison-despite-gamification Applying gamification inside a corporation or on interorganizational transactions (B2B), where employees of organization (have to) interact with a gamified system, generates - due to the nature of the concept - a track record of the achievements of employees. Calculation of leader boards (employees ranked by achievement points), the display of badges, the creation and acquisition of virtual currency or virtual goods - which under certain circumstances can be exchanged to real money – or the earning of other benefits, like additional vacation days, the possibility to win prizes etc. do require in countries with strict labor laws and strong labor unions the approval of a workers council.For example in Germany labor laws provide a legal framework, which can be filled by the an explicit agreement between the workers council and the organization. How much control an employer may exert, is not so much derived from the laws, but from the interpretation of the laws through jurisdiction. The constitutional principal of proportionality requires, that an employer can only restrict the liberty of an employee's right to personal development to the extent which is required to the need of the organization. And it has to be mentioned that jurisdiction in Germany has been traditional interpreting law in favor of employees.Worker's councils regard data collection, as it is achieved through gamification, with the following questions (amongst many more considerations):What is the purpose of data collection and is the amount of collected data justified? Can the same purpose be reached with less data as well? Is the data anonymized or can it be assigned to individual employees? Does the data serve as basis for performance review decisions - and therefore influence decisions on salaray increase, bonus calculations, promotions or layoffs?  The topic „Behavior- and performance control“ is not regulated through a specific law in Germany, only participation or co-determination rights. Such rights are listed in § 87 (1) of the German Corporate Code (Betriebsverfassungsgesetz). The implementation and application of technical systems that can be used for behavior- and performance-control require the approval from the workers council, as well as all aspects around corporate salary structures.A manager may use the data from such approved systems to make performance reviews. But not anymore, as soon as the collection, manipulation and use of employee-related data is neither necessary nor in proportion to the use.Quintessence: Every IT-system that allows behavior- and performance-control, needs to be reviewed and approved by the workers council.
  • Overall game objective: Attain Market Share Domination by choosing the right strategy to win the deal as well as answering product related questions.In this game we are bringing users a fresh, immersive and FUN way to quickly and conveniently learn skills vital to winning at the mobility game. During game play the learning curve is accelerated because it will provide players with new ideas on how to expand mobility opportunities through experiencing simulated conversations with customers. These conversations help the user through a mobility approach that makes sense for a particular customer profile.  The skills learned during the game will open new doors for the sales team and provide cross-solution knowledge in order to grow their mobility opportunities.  Also included in the game are ‘golden nuggets’ on what has worked in the past, product value points, customer success stories and more that the player will walk away with and be able to use in their next mobility opportunity. The outcomes of the game are as follows: We will be able to get the field at their peak performance in a few hours vs. a few weeks through an addictive game that provides competition amongst your colleagues as well as golden nuggets to take to the field. Expanded opportunities because sales will again have more knowledge on the wider mobility scope An increased pipeline because sales is more knowledgeable and comfortable in the mobility conversation All of this ultimately leading to increased revenueThe player then is taken to the company profile where they are presented with basic company information.This information will help the player make better informed decisions on the customer conversation.
  • CulturalHarmony vs. CompetitionFairnessGifting / ReciprocityDistanceHeadquarter vs. Remote LocationsLegalData Privacy LawsLabor Laws & Workers’CouncilRewardsVirtual CurrencyTaxes
  • http://en.wikipedia.org/wiki/Virtual_currency Federal and State Regulatory IssuesStored Value/Gift CardsBanking / Money Transfer / Anti-Money LaunderingGambling Laws/Sweepstakes/Contest LawTax (Income, Sales and Use)FTC Endorsement Guidelines – using points to compensate endorsersPrivacyTerms of Use - Property Rights (ownership vs. license)Intellectual Property (trademark currency name, copyright appearance, patent business models and functionality)Transacting with Minors CARD Act / Prepaid Access regulationsUSA Patriot ActBank Secrecy ActLicensure (Banking license requirement)Money Service Business RegistrationUnclaimed propertyElectronic Fund Transfer ActCross-Border Monetary InstrumentsOFAC Ecomonic SanctionsDodd-Frank Wall Street Reform and Consumer Protection ActDurbin Amendment to Dodd-FrankGramm-Leach-Bliley ActGambling Laws…Source: James Gatto, Pillsbury Law
  • Taxes: redeemable rewards etc. are being taxed by European countries as income.Rewards across countries: the workers’ councils will make the case that grand prizes need to be adjusted to income levels in the countries (e.g. a prize of €5,000 in Germany has not the same value as in India, due to income level disparities)
  • http://enterprise-gamification.com/index.php/en/about
  • Mario Herger - Going Global with the Gamified Enterprise

    1. 1. Enterprise GamificationGoing Global With The Gamified EnterpriseMario Herger – 2013www.enterprise-gamification.com | www.gamificationcommunity.com | @mherger
    2. 2. © 2013 Mario Herger. All rights reserved. 2www.enterprise-gamification.com | www.gamificationcommunity.com
    3. 3. © 2013 Mario Herger. All rights reserved. 3www.enterprise-gamification.com | www.gamificationcommunity.com
    4. 4. © 2013 Mario Herger. All rights reserved. 4www.enterprise-gamification.com | www.gamificationcommunity.com
    5. 5. © 2013 Mario Herger. All rights reserved. 5www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamification
    6. 6. © 2013 Mario Herger. All rights reserved. 6www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamification
    7. 7. © 2013 Mario Herger. All rights reserved. 7www.enterprise-gamification.com | www.gamificationcommunity.comHarmony vs. CompetitionHarmonyvs.CompetitionIndividualvs.GroupGiftingReciprocity(ren pin,karma,weibi,baozi)AlternativeIDs(majia)
    8. 8. © 2013 Mario Herger. All rights reserved. 8www.enterprise-gamification.com | www.gamificationcommunity.com
    9. 9. © 2013 Mario Herger. All rights reserved. 9www.enterprise-gamification.com | www.gamificationcommunity.com
    10. 10. © 2013 Mario Herger. All rights reserved. 10www.enterprise-gamification.com | www.gamificationcommunity.comFairness
    11. 11. © 2013 Mario Herger. All rights reserved. 11www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamification
    12. 12. © 2013 Mario Herger. All rights reserved. 12www.enterprise-gamification.com | www.gamificationcommunity.com
    13. 13. © 2013 Mario Herger. All rights reserved. 13www.enterprise-gamification.com | www.gamificationcommunity.comSAP Community Network & T-Shirts
    14. 14. © 2013 Mario Herger. All rights reserved. 14www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamification
    15. 15. © 2013 Mario Herger. All rights reserved. 15www.enterprise-gamification.com | www.gamificationcommunity.comData Privacy LawsData privacy laws differ in Europe and US1. Europe: what is not explicitly allowed is forbidden2. Co-determination of employees3. Laws put control over data into the hands of users; companies mustcomply Control (tools, deletion…) Transparency (what is collected,…) Data download for users (must be available)4. EU guidelines require Saas-based systems to host data in the EUMany lessons learned from Social Media experiences like Facebook - http://www.pcworld.com/article/255803/facebook_hit_with_lawsuit_alleging_privacy_wrongs.html Google - http://www.pcworld.com/article/250272/google_unlikely_to_back_down_at_privacy_lawsuits.htmlSource: http://enterprise-gamification.com/index.php/en/blog/4-blog/65-gamification-and-law-or-how-to-stay-out-of-prison-despite-gamification
    16. 16. © 2013 Mario Herger. All rights reserved. 16www.enterprise-gamification.com | www.gamificationcommunity.comLabor LawsLabor laws indirectly may put limits on Gamification1. Workers’ councils regard data collection as following (Europe): What is the purpose of data collection and is the amount of collected data justified? Can the same purpose be reached with less data as well? Is the data anonymous or can it be assigned to individual employees? Does the data serve as basis for performance review decisions - and therefore influencedecisions on salary increase, bonus calculations, promotions or layoffs?2. Behavior and performance control Need approval from workers’ council3. Discrimination Part-time workers Gender4. Safety & health laws/regulations Safety and Health Protection at Work in front of a Monitor (Germany)Source: Enterprise-Gamification.com
    17. 17. © 2013 Mario Herger. All rights reserved. 17www.enterprise-gamification.com | www.gamificationcommunity.com
    18. 18. © 2013 Mario Herger. All rights reserved. 18www.enterprise-gamification.com | www.gamificationcommunity.com
    19. 19. © 2013 Mario Herger. All rights reserved. 19www.enterprise-gamification.com | www.gamificationcommunity.comGlobal Gamification
    20. 20. © 2013 Mario Herger. All rights reserved. 20www.enterprise-gamification.com | www.gamificationcommunity.com
    21. 21. © 2013 Mario Herger. All rights reserved. 21www.enterprise-gamification.com | www.gamificationcommunity.com
    22. 22. © 2013 Mario Herger. All rights reserved. 22www.enterprise-gamification.com | www.gamificationcommunity.comLeveling up – THE BookEnterprise GamificationExploiting people by letting them have fun.The Guide to Happy Birds withGamification.By Mario HergerAvailable June 2013 on Amazon.com 550 pages >200 gamification examples across allindustries and functional areas 60+ gamification platforms and technologiespresented 200 pages how to gamify Everything you need to know to applygamification in the enterprise
    23. 23. © 2013 Mario Herger. All rights reserved. 23www.enterprise-gamification.com | www.gamificationcommunity.comEnterprise Gamification Consulting – THE Global TeamMarioHergerYu-kai ChouRomanRackwitzMarigoRaftopoulos
    24. 24. Mario HergerEmail: mario.herger@gmail.comTwitter: @mhergerWeb: www.enterprise-gamification.comCommunity: www.gamificationcommunity.comWorkshops: http://enterprise-gamification.com/index.php/en/workshopsGame On!
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