These CEOs have identify “Risk-Averse” culture as the biggest hurdle they are facing in achieving their innovation plans. Therefore they need architect a system that is able to get the big portion of employees engaged & keep the momentum as organization gets busy with all other operational priorities that they have to deal with!
I know of a system already in place and designed to highly engage its participants in accomplishing specific, pre-set objectives. Notice my choice of words: mechanics, engaging, pre-defined path, accomplishing objectives… isn’t that what we were looking for? What we were hoping for..
So the geniuses behind the games, game designers, know a thing or two about creation of engagement and results by their game mechanic. Leveraging the knowledge behind desiging a game and applying them in a non-game context is what we call Gamification… In fact Gartner has predicted that by ….. How many of you heard about gamification?
People think that gamers are kids & teenager,
If you need to create a innovation culture, you need to get the employees engaged. The way games engage their players is through specific mechanics that address basic human desires. Things like leader board, challenges & point system are used to satisfy human desires in a game environment. But the same human desires are clearly visible in a professional work environment. Desire to compete against others, desire to earn that privilege of having lunch with the CEO, desire to be the innovator of the week,… so you see there is a clear behavioural science behind game mechanics,…
It has the biggest role on engagement but also it has the element of time-bound / specific process.
Keep the momentum…
close analysis of nearly 12,000 diary entries, together with the writers’ daily ratings of their motivation and emotions, shows that making progress in one’s work—even incremental progress—is more frequently associated with positive emotions and high motivation than any other workday event.
NEED 84 …of executives say that innovation is extremely or very % important to their companies’ growth strategy. Source: BCG’s 2010 Senior Executive Innovation Survey: 1600 executives from around the world, representing all major markets & industries 2
ACTION ADOPTED 85% Traditional R&D in business lines DIFFERENT Centralized innovation initiatives at 84% corporate center or for specific projects TACTICS / 81% Partnerships and open innovation Formal accountability to business 80% PROCESSES ~ 50% leaders for innovation Other tactics Source: Mckinsey Global Survey-2010: 2,240 executives around the world, representing the full range of industries, regions, functional specialties, and seniority. 3
RESULT Only …Satisfied with return on innovation 55% investment. Source: BCG’s 2010 Senior Executive Innovation Survey: 1600 executives from around the world, representing all major markets & industries … are good at Only commercializing new product & 39% services. Source: Mckinsey Global Survey-2010: 2,240 executives around the world, representing the full range of industries, regions, functional specialties, and seniority. 4
WHY? NUMBER ONE Risk averse HURDLE TO culture OVERCOME Source: BCG’s 2010 Senior Executive Innovation Survey: 1600 executives from around the world, representing all major markets & industries 5
WHAT? A set of mechanics WHAT that are designed to heavily engage IS A participants with a pre- defined path through GAME which they accomplish specific objectives. 6
GAME GAMIFI … is the use of game design elements, game thinking and CATION game mechanics to enhance non-game contexts Source: Wikipedia + 50% … of organizations that manage innovation processes will “Gamify” those processes by 2015 Source: Gartner 7
ENGAGE 59% … of Canadians are gamers. (have played a computer or video game in the past 4 weeks) Population Gamer Avg.= 33 years old Age 8
ENGAGE The interaction of basic human desires and game mechanics! By Bunchball Inc. Source: Bunchball, Inc. 9
MASTERY Existing Innovation Processes Narrated based Mastery on the desired Power Users/ mastery path of Senior Employees an idea through the stage-gate Regular participation / Gamified Innovation Mid Level Employees Processes Narrated based New to system / on the employers’ Junior Employees mastery path within any Time innovation process 10
PROGRESS “People always say that motivation does not last… well, neither does bathing – that’s why we recommend it daily.” Source: Zig Ziglar 11
PROGRESS Power of Small Wins! By Prof. Teresa M. Amabile of HBS Source: HBR’s 2010 annual ideas collection, compiled in cooperation with the World Economic Forum 12
SOLUTION … a system that relates to the motivational drivers of its audience ENGAGE Gamified INNOVATION PROCESS PROGRESS MASTERY … incentivize …narrated to guide employees progress participants through a through a series of pre-defined mastery achievable objectives path 13
HAV EFUN! “The line between fun & work is self-drawn & completely arbitrary.” Source: Gabe Zichermann 14