Getting into the Flow
The Fun Way to Engage
issue Technology Trends
02 Innovation Edge
Facts & Figures: We Love to Play.......................................4
Getting into the Flow........................................................................8
The Fun Way to Engage.............................................................12
The Promise and the “Fine Print”...................................26
BBVA & The Gamification........................................................37
Gamification & Banking event..........................................59
Innovation at BBVA........................................................................60
September 2012 | GAMIFICATION 54
“Gaming is productive. It produces positive emotion, stronger social
18% of gamers are under
18 years of age
“We love to play” Facts & Figures
of senior level executives
take breaks to play
games everyday of households
or video games
of gamers are between
18 to 49 years old
The average age of a gamer
is 37 years old
of gamers are over
50 years of age
Jane McGonigal, Institute of the Future (IFTF)
Director of Game Research & Development
6 September 2012 | GAMIFICATION 7
of gamers play
of gamers play
on mobile devices
of gamers say that
games is their favorite
of gamers pay
to play online
play Downloadable Games
play Puzzle, Trivial, Board
Games and Card Games
play Action, Strategy,
Sports and Role Playing
play Persistent Multi-Player
Sources: Entertainment Software Association |
2011 Sales, Demographic and Usage Data, 2011
PSFK l The Future of Gaming, 2011
Jane McGonigal l Reality is Broken, 2011
September 2012 | GAMIFICATION 9
Fun is Found in the Flow
Mihaly Csikszentmihalyi, one of the leading re-
searcher on the topic of happiness, describes
flow as “being completely involved in an activity for
its own sake. The ego falls away. Time flies. Every
action, movement, and thought follows inevitably
from the previous one, like playing jazz. Your whole
being is involved, and you’re using your skills to
the utmost.” There are 8 major components com-
ponents of flow:
■■ A challenging activity requiring skill.
■■ A merging of action and awareness.
■■ Clear goals.
■■ Direct, immediate feedback.
■■ Concentration on the task at hand.
■■ A sense of control.
■■ A loss of self-consciousness.
■■ An altered sense of time.
The experience of flow is often described as “a spon-
taneous joy while performing a task.” In the context
of sports, athletes sometimes talk about being in the
zone; “a state where the body and mind are in per-
fect harmony, and movement becomes effortless.”
Sources: Wired |has shown Go with the flow, 1996
Gartner | Maverick Investigación: Motivation, Momentum and
Meaning: How Gamification Can Inspire Engagement. October 2011.
Managing the Flow
Research has shown that it normally took years, if not
decades, of learning the structure of an activity and
strengthening the required skills and abilities to ex-
perience flow. Otherwise, it required being immersed
in a truly spectacular and unusual context. However
According to Psychologist Mihaly Csikszentmihalyi, people feel best when they
are at the perfect level of their skills: neither underchallenged (boredrom) nor
overchallenged (anxiety and frustration). And, as people learn with time and
repetition, challenges have to increase to keep up with growing skills.
Source: Google Tech Talk I Sebastian Deterding, 2011.
The experience of flow is often
described as “a spontaneous
joy while performing a task.”
This concept of flow as the
gateway to happiness is also
the basis of video games.
The video game industry
understands flow and has
accumulated much experience,
should we learn from this
10 September 2012 | GAMIFICATION 11
■■ Health. Computer and video games serve as
useful tools to preserve well-being, heal the in-
jured and train the professionals who respond
to medical emergencies.
■■ Social Issues. Nonprofit organizations and
issue advocates now view video games as an
effective medium for communicating ideas and
generating support among young tech-savvy
■■ Workplace. As the generation that grew up
with video games enters and assumes leader-
ship positions in the workplace, computer and
video games increasingly play a role in busi-
Source: Entertainment Software
Association | Games: Improving What Matters
Future of Flow
Research has discovered that “superstars” (high
achieving individuals) are found to have spent
more than 10,000 hours of practice before the
age of twenty in their respective fields; and top
performers (successful, but not superstars) have
spent about 8,000 hours.
Thanks to video games, Digital Natives are expert
problem solvers and collaborators by the age of
21 years (or at least in the virtual world). Typically,
they would have amassed well over 10,000 hours
of experience of resolving issues as a group.
When they enter into the workforce, they enter as
experts in collaborative problem solving. All they
need is flow! v
Source: Jane McGonigal | Reality is Broken
with video games, one can go from zero to flow in 30
seconds. The video game industry understands the
concept of flow and has accumulated much experi-
ence and knowledge harnessing the power of flow.
Source: Jane McGonigal | Reality is Broken.
Harnessing the Flow
By having a shared vision, shared goals, and the
right processes, organizations can tap the power of
flow and channel it to drive motivation and change
behaviors in group settings; ultimately helping peo-
ple to become more productive and, perhaps even,
Source: Jane McGonigal | Reality is Broken
In about 40 years, video games have transformed
from a diversion for the few into a mass medium,
helping people learn, work, and of course play.
According to the Entertainment Software Associa-
tion, video games can be applied to:
■■ Family Life. Games in the “family entertainment”
category are one of the most popular segments
of the video game market.
■■ Art. Galleries now feature game artwork in a
number of exhibits; and entertainment software
serves as a new medium for emerging artists.
■■ Economy. The video game industry is one of the
fastest growing sectors in the U.S. economy, con-
tinuing to provide jobs to state and local econo-
mies across the nation.
■■ Education. Entertainment software helps impart
knowledge, develop life skills and reinforce posi-
tive habits in students of all ages.
Early versions of team based ballgames were played; such as Episkyros
(in Greece) and Harpastum (Rome), which later gave rise to Shrovetide Football
during the Medieval ages (the forerunner to modern day “soccer”).
In Egypt, a early board game played with dice was found as part
of a Backgammon set, dating back to 3,100 BC.
As the generation
who grew up with
video games enters
in the workplace,
computer and video
play a role in
12 September 2012 | GAMIFICATION 13
Gamification is a process of using game
thinking and mechanics to engage users.
This concept can be applied to both
customer facing applications and employee
facing applications in the company’s
business model. Enterprise architects must
be ready to manage a variety of “player
types” (achievers, socializers, explorers and
killers) and deployment scenarios.
14 September 2012 | GAMIFICATION 15
What is it?
As is the case for an emerging concept, defining the
term “correctly” is both challenging and elusive -
as it depends on who you talk to: platform providers,
game designers, practitioners, industry observers, etc.
Below, a Google Trends snapshot taken on April 2012
shows the historical evolution of Gamification as a
search term. According to Gartner, “gamification has
emerged as a recognizable trend. Rarely does an
emerging trend impact so many areas of business/
Key Findings about
■■ Gamification is positioned to become a significant
trend over the next few years.
■■ Organizations are increasingly turning to gami-
fication to motivate changed behaviors, and
engage internal and external stakeholders.
■■ Novelty and hype are driving the current success
■■ Success doesn’t come easy. “During four decades
of video game development, many games have
failed despite their developers having the best
Sources: Gartner | Gamification Primer: Life Becomes a Game, enero 2011.
Gartner | Maverick Research: Motivation, Momentum and Meaning: How
Gamification Can Inspire Engagement, October 2011.
Gartner | Innovation Insight: Gamification Adds Fun and Innovation
to Inspire Engagement, December 2011
Some formal definitions
Researcher and Game Designer
“The use of design elements from video games in non-game contexts to
make a product, service, or application more fun, engaging, motivating”
Source: Sebastian Deterding | Getting “Gamification” Right, January 2011
Gamification Platform Provider
“When used in a business context, gamification is the process of integrating game dynamics (and
game mechanics) into a website, business service, online community, content portal, or marketing
campaign in order to drive participation and engagement.”
Source: Bunchball | Gamification 101: An Introduction to the Use of Game Dynamics to Influence Behavior, October 2010
Practitioner (Gamification Industry)
Gamification is “the process of using game thinking and mechanics to
Source: Gabe Zichermann | Gamification: Innovation and the future, 2012
“Gamification uses game mechanics, such as challenges, rules, chance,
rewards and levels, to transform daily tasks into playful activities.”
Source: Gartner | Innovation Insight: Gamification Adds Fun and Innovation to Inspire
Engagement, December 2011
Jan 12Jan 11 Apr 11 Jul 11 Oct 11 Apr 12Oct 10
Evolution of the term “Gamification”
in Google search
16 September 2012 | GAMIFICATION 17
“Games are the
During the Games for Change Festival, an event that
facilitates the creation and distribution of social im-
pact games that serve as critical tools in humanitarian
and educational efforts, Al Gore said that “The gami-
fication trend is really, extremely powerful… Games
are the new ‘normal’ for hundreds of millions of users
every month. It has been very exciting to me to see
so many ideas that integrate social good and efforts
to make the world a better place into games.”
The current expectation of Gamification is generating
tremendous buzz everywhere. Gartner suggests that
more than 70% of the global 2000 businesses will
Some examples of gamification
Mint is a free service which can
aggregate all financial accounts
into one place. Users can set a
budget, track goals and more.
Mindbloom is a “Life Game” which
improves the quality of life of the
players in a simple and effective way.
Nike + FuelBand tracks users’ pro-
gress throughout the day, providing
real-time feedback visually.
Less than 2 years 2-5 years 5-10 years more than 10 years
Mobile Application Stores
Wireless power &
Slope of EnlightenmentTrough of
for customer service
Private Cloud computing
Cloud computing & Media tablets
In-memory Database Management Systems
apply gamification by 2015. Gamification is believed to
innovate key processes which enhance value proposi-
tions and maximize infrastructure efficiency. Whatever
the reason may be, it seems that everyone is express-
ing an interest in it, including BBVA.
Once an obscure search term a short while ago,
gamification has now leapt into Gartner’s Hype Cy-
cle for Emerging Technologies 2011 — directly into
the Peak of Inflated Expectations. However, Gartner
also warns their clients to be patient, as they believe
that gamification will not reach the Plateau of Pro-
ductivity for another 5 to 10 years.
18 September 2012 | GAMIFICATION 19
The Core Issue
of Gamification: a
Closer Look at Game
The current discussion of gamification hinges on a
lively debate between two sides: one camp focuses
on game mechanics, such as points, badges, leader-
boards, and Incentives; and the other camp focuses
internal motivation, such as “Game Thinking” and
motivational design. For businesses, the arguments
proposed by game mechanics are stirring up excite-
ment as the platform providers are backing up their
talk with great early results. Gamification is initially
proving that it’s engaging people.
Game Mechanics: Points,
Badges and Leaderboards
According to a leading gamification platform
provider, gamification works because game me-
chanics help to drive participation, engagement
and loyalty on online properties, site or commu-
nity. Game mechanics include points, levels, cha-
llenges, virtual goods, score boards, and gifting
& charity. In theory, game mechanics are directly
linked to human desires: reward, status, achieve-
ment, self-expression, competition, and altruism.
Although the early results are positive, Gartner
warns that gamification is currently driven by
novelty and hype. The technology research firm
suggests that the Plateau of Productivity won’t
be reached for another 5 to 10 years. Businesses
need to figure out how best apply gamification
in their business models. Towards that end, con-
sidering the inputs from game thinkers or moti-
vational designers may be beneficial.
Intrinsic Motivation (or Game
As a counterpoint to all the current game me-
chanics buzz, Sebastian Deterding (researcher
and game designer) offers his take on the whole
gamification thing. He advises that to be effective,
gamification projects should include key elements
from game thinking/design: meaning, mastery,
■■ Meaning. Gamified applications have to con-
nect to something that is already meaningful to
the user - or to wrap themselves in a story that
makes them meaningful. “The general lesson
is that to be successful a gamified application
must provide something that is already mean-
ingful to the user in its own right.”
■■ Mastery. The experience of being competent,
of achieving something... Video games don’t just
present goals. They ensure that a structured flow
of nested goals pulls you through, from the long-
term goal (save world, rescue princess), to medi-
um-term (kill level boss-monster) and short-term
goals (collect five level coins). Wherever you are in
and whenever you return to a good game, there
will always be one next goal that is just within
■■ Autonomy. A free space to play in and some-
thing to play with; providing “space” for explora-
tion and expression.
Source: Sebastian Deterding | Getting “Gamification” RightPrimary desire a particular game mechanic fulfills Other areas that it affects
September 2012 | GAMIFICATION 21
Gamification to Work
“Where games traditionally model the real world, or-
ganizations must now take the opportunity for their
real world to emulate games… enterprise architects
must be ready to contribute to gamification strategy
formulation and should try at least one gaming ex-
ercise as part of their enterprise context planning
efforts this year.”
All games, when reduced to their core, have four de-
(Brian Burke - Gartner)
Gamification designers need to consider the desired results and behaviors
when gamifying Key Processes for the organization.
Players are motivated to maximize their
own score to achieve a greater share of
the rewards, increasing their personal
worth, effectively taking a larger share of
Players are motivated to maximize to
produce the highest possible overall
score to maximize the team production,
effectively creating a larger pie to be
Players are motivated to maximize their
individual results, usually to achieve a
Players are motivated to maximize the
overall outcome and to maximize the im-
pact of game play.
■■ Feedback system. “The feedback system
tells players how close they are to achie-
ving the goal… Real-time feedback serves as a
promise to the players that the goal is achie-
vable, and it provides motivation to keep playing.”
■■ Voluntary participation. “Everyone who is play-
ing the game knowingly and willingly accepts the
(Richard Bartle - Designing Virtual Worlds)
The Player Types are four terms describing generalized behavior in a Multi-user virtual space:
Source: http://www.mud.co.uk/richard/hcds.htm, http://frankcaron.com/Flogger/?p=1732 and
A focus on attaining
status and achieving
preset goals quickly
A focus on socializing
and drive to develop a
network of friends and
friends list, chat.
A focus on exploring
and drive to
A focus on winning,
rank, and direct peer-to-
■■ Goal. “The specific outcome that players will work
to achieve. It focuses their attention and continually
orients their participation throughout the game.The
goal provides player with a sense of purpose.”
■■ Rules. The “limitations on how players can achieve
the goal. By removing or limiting the obvious ways of
getting to the goal, the rules push players to explore
previously uncharted possibilities spaces. They un-
leash creativity and foster strategic thinking.
goal, the rules, and the feedback. Knowingness esta-
blishes common ground for multiple people to play
Source: Jane McGonigal | Reality is Broken, 2011
In addition, understanding player types and de-
ployment scenarios can help organizations to think
strategically about gamification and explore the best
application for the company’s business model. v
September 2012 | GAMIFICATION 2322
Gamification is a hot topic today and
everyone wants to play. Playing this game to
win requires the right strategies, tactics, and
moves. Currently, organizations are gaming
gamification to understand the possible
advantages, while avoiding potential pitfall
along the way. Can our hero make it to the
“Organizations are using gamification internally to recruit,
train and enhance employee performance. They are using it
to drive innovation, share knowledge and improve employee
health. Gamification is also helping organizations engage
external stakeholders in customer loyalty, marketing,
education and innovation initiatives. The target audience
of gamification can be any defined group of stakeholders
(customers, employees or the Web collective).”
Source: Brian Burke, Gartner | Gamification Primer: Life Becomes a Game
We have some interesting data:
1. Business Application
Gamification helps companies to:
Increase User Engagement
Increase Brand Loyalty
Increase Brand Awareness
7%Source: M2 Research
24 September 2012 | GAMIFICATION 25
2. Gamification Platform client
The early adopters of gamification come mostly
from entertainment and publishing industries, repre-
senting 60% of all companies. Financialcompanies
represented 6% of early adopters.
Gamification offers significant innovation opportuni-
ties for financial companies, especially for employee
facing applications. The breakdown of other indus-
tries are presented below:
Consumer Goods 15%
Source: M2 Research
3. Growth of Gamification
4. Potential Market
Spending on gamification is projected to grow from
$100 million in 2011 to $2.8 billion dollars in 2016:
2012 2013 2014 2015
Promiseand the “Fine Print”
Gamification, despite its name, is a se-
rious business opportunity and risk.
It may be the “secret sauce” to unlocking
value for the organization. Given that we
are early stages of this trend, it makes
sense that there are a lot of positive
news being generated at this moment
and there aren’t a whole lot of negative
stuff. Let’s take a look at the opportunities
and challenges of gamification.
To help clarify Gamification and to best apply it, CIBBVA
is thinking in business models. We are going to use the
Business Model Canvas to better understand the business
implications of gamification. For readers who may not be
familiar with the Business Model Canvas, a brief back-
grounder is provided.
“A business model describes the
rationale of how an organization
creates, delivers, and captures value.”
A business model can be best described
through nine basic building blocks
that show the logic of how a company
intends to make money. The business
model is like a blueprint for a strategy to
be implemented through organizational
structures, processes, and systems.
When done “right”, gamification can
offer new ways of engaging an eager
user base; and when done “wrong”,
it can estrange them. It’s the next
“big thing” but each organization
needs to explore the opportunities
and risks associated with it. But
be warned… read the fine print:
“gamification is currently driven by
novelty and hype” and filled with
26 September 2012 | GAMIFICATION 27
Based on early experiences and “guru talk,” it seems
clear that gamification presents opportunities for
both sides of company’s business model: both value
(the customer facing business units) and efficiency
(the employee/partner facing business units). More
exploration is needed to test its usefulness in specific
areas of business models, such as customer relation-
ships, channels, key activities, key partners, etc.
Though a “wait and see” strategy to assessing busi-
ness opportunities seems prudent, it is evident that
gamification offers an immediate opportunity to
showcase BBVA’s innovation power (if done correctly).
There are some concerns related to gamification.
Gartner advises clients that current gamification
applications is “motivated by the novelty of gami-
fication. This will wear off as user fatigue sets in
an the sustainability of engagement becomes an
issue.” Gamification from a business point of view
has some perceived risks, as it is almost impossi-
ble to separate the wheat from the chaff. However
there are some significant threats that should be
■■ Totallygreen(asinnotmature). “Both in success-
ful models to emulate and in a shortage of people
who understand game design. Game design ex-
perience has not intersected with typical business
functions, not even IT”.
■■ Blockbuster game don’t happen that often, and
probably less with gamification. “Trying to add fun
to an activity that has another purpose is more
difficult still. One fact that does seem clear is that
make work “fun.”
NEW PRODUCTS AND
SERVICES designed by “game
become the process for
building a comprehensive new
digital services platform.
Value Propositions Customer
relationships, with a
high component of co-
creation and community.
BRANDING AS A VP.
increase the value of
a company’s brand.
BUNDLING AS A VP.
Gamification is “bundled”
to existing products/
services to enhance
the value proposition
Gamification, when done
“right,” can increase customer
“stickiness” at almost
every channel phase.
Gen X and Gen Y
customers. These CSs
are already familiar
with game dynamics
Gamification may help
to attract and engage
28 September 2012 | GAMIFICATION 29
Key Partnerships Key Activities
Gamification is more of a
process than a product.
User engagement must be
built in at the product/
service development level.
simply adding points, badges and leader boards is
not going to make engaging with an organization
■■ No “one size fits all” with gamification. Different
people play different games for different reasons.
“While gamifying some activity may engage part
of the stakeholders, it is not likely to appeal to all
■■ Does it make sense for us? “In many corporate
environments, the very notion of building ‘fun’ into
any activity will be a nonstarter. The idea of ‘fun’ can
seem very trivializing/superficial/no what grown-
ups do. Selling gamification in these organizations
will be very difficult”.
■■ Unexpected consequences. “Turning an acti-
vity in a game invites players to try to ‘game the
system’ and may result in unintended conse-
More time is needed to better identify the risks
associated with gamification. As the technology
enters Trough of Disillusionment in Gartner’s Hype
Cycle, the negative version of the fairytale will
soon materialize and begin to dominate as some
companies will painfully learn that all that glitters
isn’t gold. The golden child might look more like a
whipping boy. v
Trial and Error is
part of the learning
curve. Don’t put on
the ROI hat …
Companies risk taking
customers on unnecessary
journeys, distracting them
from the main purpose
of giving them what
they actually want.
Who owns the data? Data
needs to be addressed and for
financial services companies,
this may be difficult.
30 September 2012 | GAMIFICATION 31
32 September 2012 | GAMIFICATION 33
Around the world, companies
and organizations are seriously
experimenting with gamification.
Whether playing a lottery with the
speed limit or learning about real
estate investments, gamification
projects are capturing the
imagination of people.
34 September 2012 | GAMIFICATION 35
A visual, FarmVille-style game that allows players to
learn the connections of each part of the plant and
INNOV8, the IBM Business Process Management
(BPM) simulation game, gives both IT and business
players a better understanding of how effective BPM
impacts an entire business ecosystem.
Google employees get a per diem amount for busi-
ness trips depending on the destinations. If they
are above the limit, they submit the receipt and get
reimbursed. If they are below the per diem, they
can use it to save it towards another business trips
(which would have had no budget) or upgrade 1st
class. Compliance with the process has shot up to
Sustainability Quiz The idea was to make beha-
vioral change fun and inform employees about the
success of SAP’s sustainability efforts and what steps
they can take themselves. In less than a month over
one thousand colleagues played the game, many of
SAP Community Networks (SCN) “The SCN is
also a good example to introduce you to a couple
of game mechanics. Points (as “points points”, but
also views of your articles/blogs), leaderboards (list
of top contributors, but also exposure of you arti-
cle on the main SDN page), status (mentor badge,
gold/silver/bronze medal), social interaction (dis-
“Consulting firm Deloitte Touche Tohmatsu Ltd.,
are incorporating elements of videogames into the
workplace. They’re deploying reward and competi-
tive tactics commonly found in the gaming world
to make tasks such as management training, data
entry and brainstorming seem less like work.”
Salesforce Motivation motivates professionals us-
ing proven techniques that sales managers have
always used: team competitions, leaderboards, and
rewards. But instead of tracking and managing those
programs manually, companies can use cloud-based
applications to “automate” tasks so that the team
stays focused on the activities and rewards that are
56 Sage Street. A portal to help teach about mo-
ney, finance, and banking in an enjoyable way.
Bank of America
Bad Credit Hotel (in collaboration for the US De-
partment of Treasury). Learn about debt manage-
ment, credit history, and credit scores.
Investorville is a virtual world where one can try
his/her luck at investing in rental property without
the risk of buying one.
RibbonHero is an application that encourages MS
Office users to learn more about the different fea-
tures by watching videos and taking short exams.
Codecademy is a web-based, interactive platform,
where players can learn to code and are rewarded
with points and badges. The players get encouraging
real-time feedback on progress bars and can connect
with their friends and compete against them.
Volkswagen (Fun Theory)
Speed Camera Lottery “Can we get more people
to obey the speed limit by making it fun to do? (The
idea) was so good that Volkswagen, together with
The Swedish National Society for Road Safety, ac-
tually made this innovative idea a reality in Stock-
holm, Sweden. The average speed of cars passing
the camera dropped from 32km/h before the experi-
ment to 25km/h after.” (Wired).
Walking up the Piano Stairs “Can we get more peo-
ple to take the stairs over the escalator by making it
fun to do?” The project led to an increase of 66% in
the use of the piano stairs.
Recycling is Fun At Bottle Bank Arcade recycling
was turned into a fun activity.
36 September 2012 | GAMIFICATION 37
■■ Crowd Twist
■■ Get Glue
For organizations who are considering off the shelf
solutions, platform providers are offering turnkey so-
lutions for gamification. Below, we present some of
the leading vendors:
Bunchball offers the Nitro gamification platform, and
its analytics solution, to create customized, action-
able and scalable user experiences for consumers,
employees and partners. Nitro is a scalable and
reliable gamification platform, managing over 125
million users and tracking over 15 Billion actions to
date. Founded in 2005, Bunchball’s investors include
Granite Ventures, Triangle Peak Partners, Northport
Investments, Correlation Ventures, and Adobe Sys-
Founded in 2010, Badgeville draws on techniques
from social gaming, traditional loyalty programs and
social networking in its suite of Behavior Lifecycle
Management solutions. Built on database techno-
logy, Badgeville’s PaaS (Platform-as-a-Service) is de-
signed to connect user reputation across all of your
digital touch points. Badgeville is funded by Norwest
Venture Partners, El Dorado Ventures, Trinity Ven-
tures and the Webb Investment Network.
Crowdtap is the Influencer Marketing platform, ena-
bling leading brands to easily identify, activate and
manage their influential consumers for real-time
insights and powerful online and offline peer-to-peer
marketing. Crowdtap intends to shift marketing to
a fully collaborative and participatory process be-
tween brands and consumers.
According to Cynergy, “We make incredible experi-
ences happen—no easy task. Great design is criti-
cal, but incredible experiences are much more than
just pixels—they require the artful merging of expert
strategy, design excellence and cutting-edge tech-
nology, delivered by a single, integrated team. That’s
our formula—that’s how we make incredible experi-
IActionable is a web based (SaaS) gamification
software platform that applies game mechanics
to non-game applications. IActionable can be used
to change user interface and user experience and
drive behavior in the form of participation and en-
BBVA & the
With BBVA Game we have
launched an important Beta
project, wich we want to create
an space of interaction with our
on line clients.
We understand that to generate a fun dialog
with our clients is a challenge. Most online us-
ers access our site to check positions and perform
transactions. Without a doubt, it’s quite a challenge
BBVA Game, a gamification platform, has incorpo-
rated game dynamics as a way to provide additional
value for online banking customers. We put together
our best value proposition, loyalty programs, and
game dynamics which offer the most fun. We wanted
to work in teams to create a game that educates our
clients, offers stickiness to our clients, and offer cross-
selling and upselling opportunities for our business.
We will not really know the final results until we learn
from our customers; any other pretense would be
What we do know is that we can use gamification to
get know know our customers better, to get closer
to them in an refreshing way, to educate them, to be
“sticky,” and, of course, we can apply this model in
all countries in which we have presence. Like BBVA,
the concept of gamification is universal.
All the team members in various teams who par-
ticipated in bringing BBVA Game to life (Marketing
and Innovation & Technology) shared one thing in
common: We had fun. And that is a good sign. v
Head of Digital Marketing and Marketing Lab,
BBVA Spain and Portugal.
are leveraging game mechanics
to engage customers, and
financial services companies are
no exception. This trend is called
gamification, and while it being
used in many different ways,
the sweet spot is in engaging
customers. As an early adopter
of gamification in the financial
services industry, BBVA joins
a small group of innovators
that are turning customers
into players and banking into
a game. The BBVA Game is a
leading edge example of using
gamification to both engage
customers in a fun way while
architecting the customer
journey. Gamification is a win-win
for BBVA and its customers.”
“Companies around the world
September 2012 | GAMIFICATION 39
September 2012 | GAMIFICATION 4140
The early results are in. Bunchball, a pure gamification platform provider, see
their customers enjoy the benefits value creation aspects of gamification:
■■ An increase of 2x page view.
■■ Page view per visit increased 60%.
■■ Unique visitors increased 30%.
■■ Increase of 100% on time on site.
■■ An increase of 2x repeat monthly visits.
■■ 400% ROI (with payback time of as
little as 3 months).
Though the results display initial deploy-
ments numbers, it’s clear what should
be done with gamification for the short-
term future: Just Play! See how gamifica-
tion can create or capture value for the
To wrap things up, we leave you with
some “Gamification Tips from the Pros,”
hoping that they may help you better
understand this key topic and, perhaps,
even help spark some new innovations
in the organization.
from the Pros
“The most important thing to keep in
mind here is that any good design —
game or software — hinges on good
designers and design process, not on
■■ Know your users. What motivates
them? What is meaningful to them?
What keeps them from following
through on their intentions? What
kind of games to they like? What kind
of community do they prefer? Without
user research to figure these things
out, you will miss your target audience.
■■ ReadtheRules. Goals and rules create
interesting challenges, even can create
Deterding. Getting Gamifi-
cation Right, January 2011
| Sebastian Deterding
Don’t Play Games with
Me! Pitfalls of Gameful
Design, May 2011
■■ Prototype, Playtest, and Iterate. The
core of game design is to build a func-
tional prototype of the rule system as
early as possible to test whether it is
any fun, tweak it based on the test re-
sults, test it again, etc., to iterate your
way toward something that is fun and
■■ Bring in the Data. Quantitative
analytics will tell you whether your
point systems don’t have loopholes
or exploits, or whether you balanced
the difficulty of the goals and mis-
sions you present to the players.
“Reality ultimately is much more messy,
complex, random, unfair and beyond
our control than games.”
42 September 2012 | GAMIFICATION 43
Source: Gabe Zicher-
mann | Mashable - 7 Win-
ning Examples of Game
Mechanics in Action
Sources: Gartner | Gamification Primer: Life Becomes a
Game, January 2011
Gartner | Maverick Research: Motivation, Momentum and
Meaning: How Gamification Can Inspire Engagement,
Gartner | Innovation Insight: Gamification Adds Fun and
Innovation to Inspire Engagement, December 2011
“The initial findings from gamification
specialists are nothing short of astonish-
ing. Regardless of your business model,
the following seven gamified innovations
should inspire you to strategize via game
■■ Make a market (Foursquare) Four-
square proved that location-based
networking wasn’t doomed to fail, that
simple game mechanics can affect
behavior, and that you can engage 10
million customers — all while raising
■■ Get fit (NextJump). By leveraging the
power of gamification, 70% of Next-
Jump employees exercise regularly —
enough to save the company millions
in work attendance and insurance
costs over the medium term — all the
while making the workplace healthier
■■ Slow down and smell the money
(Volkswagen - Fun Theory). Speed
Camera Lottery idea rewards those
drivers who obey the posted limit by
entering them into a lottery. When test-
ed at a checkpoint in Stockholm, aver-
age driver speed was reduced by 20%.
Universal). Club Psych implemented
gamified incentives to raise page
Brian Burke, Gartner
“The goal is to inspire deeper, more en-
gaged relationships and to motivate
changed behaviors. Many organizations
report significantly higher engagement
with gamification. But risks abound, and
organizations should consider their de-
ployment strategies carefully.
■■ Gamification is a business issue that
is enabled by technology — business
managers must take the lead in dri-
ving gamification efforts.
■■ The application of gamification is very
diverse. Focusing on specific goals is
critical to success.
■■ Avoid the herd mentality — don’t imple-
ment a copycat application. Most cur-
rent gamified applications are doomed
■■ Design gamified applications that co-
rrectly position motivation, momen-
tum and meaning (M3) to inspire en-
gagement with the audience.
■■ Exploit this trend today if you work in
an organization that is willing to take
risks. But remember that careful plan-
ning and improvement through itera-
tion are central to every successful im-
plementation of gamification.
views by over 130% and
return visits by 40%.
The resulting rise in
engagement has gener-
ated substantial revenue
for the company, bringing
registered user counts from
400,000 to nearly 3 million since
the launch of the gamified version.
■■ Make research & evangelism count
(Crowdtap). Through the use of gami-
fied, virtual rewards, the company has
been able to raise average user par-
ticipation by 2.5 times, thus reducing
research costs by 80% or more for key
■■ Save the planet (RecycleBank).
RecycleBank utilized game mecha-
nics such as points, challenges and
rewards to drive breakthroughs. The
project has seen a 16% increase in re-
cycling in Philadelphia, where the recy-
cling rate has broken 20% for the first
time in history.
■■ Make teaching fun (Ananth Pai)
grouped students by learning style,
and retooled the curriculum to make
use of off-the-shelf games to teach
reading, math and other subjects. In
the space of 18 weeks, Mr. Pai’s class
went from below third grade average
reading and math levels to mid-fourth
44 September 2012 | GAMIFICATION 45
MPAA | Theatrical Market Statistics. 2012.
Alex Osterwalder and Yves Pigneur | Business
Model Generation. 2009.
Daniel Pink | Drive: The Surprising Truth About
What Motivates Us. April 2011.
PSFK | The Future of Gaming. 2011.
Byron Reeves & J. Leighton Read | Total
Engagement: Using Games and Virtual Worlds
to Change the Way People Work and Businesses
Gabe Zichermann | Gamification by Design:
Implementing Game Mechanics in Web and Mobile
Apps. August 2011.
Gabe Zichermann | Gamification: Innovation and the
Future (presentation). 2012.
Gabe Zichermann & Joselin Linder | Game-Based
Marketing: Inspire Customer Loyalty Through
Rewards, Challenges, and Contest. 2010.
On the Web
Ian Bogost (Video Game Theorist, Critic and
Bunchball | Gamification.com.
Sebastian Deterding (Game Researcher and
Designer) | Coding Conduct: Persuasive Design for
Entertainment Software Association | Games:
Improving What Matters.
Gamasutra | Social Gaming and the Bartle
Archetype. April 13, 2012.
Gamification of Work.
Gamification Research Network.
Gaming Business Review | Designing Gamification
for the Most Frequent Personality Types.
September 20, 2011.
Gaming Business Review | Who Owns Gamification
Data? February 18, 2012
GigaOM | The future of Social Games is Mobile.
Google Insight for Search | Gamification.
Mashable | 7 Winning Examples of Game Mechanics
in Action. July 6, 2011.
Scott Nicholson (MIT Gambit Game Lab) | Because
Wired Magazine | Go with the Flow. 1996.
Wired Magazine | Swedish Speed-Camera Pays
Drivers to Slow Down. December 6, 2010.
Gabe Zichermann | The Gamification Blog.
A list of links to other useful tools and
resources that you may find useful as a
supplement to the information offered
on the ‘Simple Bank’ report.
Bunchball | Gamification 101: An Introduction to
the Use of Game Dynamics to Influence Behavior.
Tom Chatfield | Fun Inc. Why Games are the 21st
Century’s Most Serious Business. 2010.
Jenova Chen | Flow in Games (and Everything Else).
Aaron Dignan | Game Frame: Using Games as a
Strategy for Success. 2011.
Sebastian Deterding | Getting “Gamification” Right
(presentation). January 2011.
Entertainment Software Association | 2011 Sales,
Demographic and Usage Data: Essential Facts
about the Computer and Video Game Industry. 2011.
Gartner | Gamification Primer: Life Becomes
a Game. January 2011.
Gartner | Innovation Insight: Gamification Adds
Fun and Innovation to Inspire Engagement.
Gartner | Market Trends: Gaming Ecosystem. 2011.
Gartner | Maverick Research: Motivation,
Momentum and Meaning: How Gamification Can
Inspire Engagement. October 2011.
Insight Express | 1Q2012 Digital Consumer Portrait. 2011.
International Federation of the Phonographic
Industry | Recording Industry in Numbers: The
Recorded Music Market in 2011. March 2012.
Jane McGonigal | Reality is Broken: Why Games
Can Make Us Better and How They Can Change the
Mihaly Csikszentmihalyi | Flow: The Psychology of
Optimal Experience. 1991.
Ralph Koster | A Theory of Fun for Game Design. 2005.
M2 Research | What is Gamification? (presentation).
46 September 2012 | GAMIFICATION 47
Brian Burke is an analyst for Gartner, specializing in enterprise
architecture and IT portfolio management, and most recently
developing research on the emerging gamification trend.
His groundbreaking work in the development of federated
architectures has been implemented in hundreds of
organizations in both the public and private sectors. He is also
a prominent researcher and speaker in the areas of IT strategy,
IT organizational structures and business/IT alignment.
Jane McGonigal takes play seriously. She studies the power of
games to impact the real-world — and she creates games that
do just that. She is an expert on applying game design and game
theory to real work and real business, and has consulted and devel-
oped internal game workshops for leading technology companies.
MIT Technology Review named her one of the top 35 innovators
changing the world through technology, for her role in pioneering
the field of alternate reality gaming, and Harvard Business Review
called her theory of “alternate reality business” one of the “Top 20
Breakthrough Ideas of 2008.” She has a PhD from UC Berkeley in
Founder and president of M2 Research, is an industry analyst
and market strategist. Wanda has a deep understanding of
emerging trends in interactive entertainment, games, and social
media. Wanda publishes articles and reports that on the market
dynamics affecting development and consumer trends. In addi-
tion to her published works, she consults with many of the top
companies in the industry, providing custom analysis, investment
strategies, strategic positioning and competitive analysis.
Gabe Zichermann is an entrepreneur, author, highly rated public
speaker and gamification thought leader. He is the chair of the
Gamification Summit and Workshops, and is co-author of the
book “Game-Based Marketing” (Wiley, 2010) where he makes a
compelling case for the use of games and game mechanics in
everyday life, the web and business.
Sebastian Deterding is a researcher and designer working on
user experience, persuasive design, video games, and gamifica-
tion. His PhD research at the Research Center for Media and
Communication at Hamburg University looks into the use of
game design to motivate user behavior in non-game contexts.
Today, he speaks and publishes internationally on persuasive
design and gamification at events such as reboot, re:publica, or
Playful, and consults game companies on game usability and
Other experts include:
R Ray Wang, Micheal Wu, Toby Beresford, Dennis Crowley, Keith Smith,
Steven L. Johnson, Buster Benson, Scott Dodson, Ian Bogost
48 September 2012 | GAMIFICATION 49
The following section outlines the upcoming technologies that will change
everything, with predictions on what may come of them in financial industry.
Emerging players are consolidating their Maps products and becoming
trusted partners in the Maps solutions landscape. A few weeks ago Wikipedia
moved from Google Maps to OpenStreetMap, followed by FourSquare. Even
Apple launched iPhoto for iOS using OpenStreetMap data for photos with
geolocation tags embedded.
Is OpenStreetMap a
OpenStreetMap was founded in July 2004 and it is
defined as a collaborative project to create a free edit-
able map of the world. In April 2012, OpenStreetMap
cleared 600,000 registered contributors. However,
not all registered users actually contribute to the
map: a minority of individuals contribute the major-
ity of the content (around 3%).
High populated areas such as big cities are constant-
ly being updated, even at a higher rate than Google
Maps does. Low populated areas, on the other hand,
are not so accurate. These areas are currently being
covered by Bing, Microsoft Maps solution. Despite
Microsoft support, certain places may not have ac-
curate information to display. Therefore, depending
on the needs, OpenStreetMaps can be considered a
And what about Google Maps?
Google Maps solution is much more than Maps. It
is also considered the main advertising platform for
many merchants, and functionalities as Street View
add value to final user far beyond geo-localization.
But it is no longer free. It seems to be quite hard
to make money putting ads on maps, so Google
Maps API is limited to 25,000 free queries per day.
Over that limit, it is required to pay. Nothing free lasts
Rumors keep growing and it is said that Apple is
working on its own Map solution that will be re-
vealed with the iOS 6 and will include 3D features.
We already have a winner: the final user.
The Maps war is escalating. During Apple’s
WWDC in June 2012, the company
announced that the new iOS will no longer
use Google Maps. Instead, Apple will offer
its own maps solution in the iOS 6. The
new map service, along with Siri, seems to
offer iOS users more convenience and
solutions (of course, shutting out Google).
In fact, it looks like Apple wants to extend
the war beyond Maps … be careful out
there, the titans are clashing.
50 September 2012 | GAMIFICATION 51
According to McKinsey Global Institute, big data
can unlock value (high level) for the enterprise
by: 1) creating transparency; 2) enabling experimen-
tation to discover needs, expose variability, and im-
prove performance; 3) segmenting populations to
customize actions; 4) replacing/supporting human
decisions making with automated algorithms; and
5) innovating new business models, products, and
Relevance of Big Data
Opportunities – for example, a retail business can
increase operating margins by 60%. Early results
show that big data leaders are taking market share
from the laggards; suggesting that big data will be-
come a keystone for competitiveness and growth
for the organization.
Specifically for the banking sector, Citibank has
partnered with IBM (“Watson”) to use big data for
up-selling/cross-selling opportunities. It is stipulated
that they will also use Watson to detect fraud and
analyze customer credit worthiness.
The danger (or risk) of big data stems from issues
which will affect all stakeholders, namely: data pro-
tection and security, rights and responsibilities for
using data, and accountability and enforcement. Ad-
ditionally, it is estimated that by 2020, the volume
of data will exceed our capacity for data storage by
more than 2:1. v
Sources: IBM | “Understanding Big Data”, March 2011
McKinsey Global Institute | “Big Data”, June 2011
World Economic Forum | “Rethinking Personal Data:
Strengthening Trust” (August 2011)
The Economist | “Big Data: Crunching the Numbers”,
May 19, 2012
2005 : 0.13
2005 2010 2015 2020
Storage available Zettabytes = 1 trilion gigabytes
Global digital information
Today, the world creates 2.5 quintillion
bytes of new data – everyday! 90% of
the world’s data has been created in the
last two years alone. In this mountain of
data (both structured and unstructured),
there is gold to be found. Companies must
acquire the right tools and processes to
separate the dirt from the gold efficiently.
52 September 2012 | GAMIFICATION 53
Innovation at the Core:
just Copy & Paste
By using virtualization and replication technolo-
gies, banks can create copies of the core system
quickly and provide them to partners in standalone
sandboxes. By allowing developers work with a real
core banking environment, the pace of innovation
will quicken as developers can test new functionali-
ties without worrying how it will perform, when the
product goes live. According to ING, a full replication
of the core system used to take about 260 days; it
now takes less than a day.
Source: Information Management | May 2012
Smartphone + Fanatics
Smartphonatics are consumers who change their
shopping, financial, and payment behavior as a
result of owning a smartphone. According Aite’s
Ron Shevlin, “This group is driving the adoption of
mobile payments and banking, and setting the bar
for how financial institutions will have to respond
over the next five years.”
■■ 70% of Smartphonatics have used a mobile
device to make a payment.
■■ 80% of Smartphonatics have used the mobile
■■ Less than 25% of other consumers have made a
■■ About 33% of other consumers have used the
mobile banking channel.
Source: Aite | May 2012
Everyone wants Mobile
A recent global survey of treasury executives
suggest that 66% of corporate customers are ready
to use mobile banking, which can provide access
to real-time information related to the corporate
environment. Customers are willing to pay for
premium services, if they can realize efficiencies. As
tablets are already part of the C-suite, they can boost
adoption by enabling other value added services.
Source: finextra | May 2012
An analysis of one year’s worth of data of Google
Apps enterprise customers shows us:
■■ An average user creates 84 Docs/Sites.
■■ An average enterprise has 250,000 Docs/Sites
on their domain.
■■ Compared to on premise solutions, the results
are very similar.
■■ Year over year growth of Docs/Sites is projected
to be 400%.
■■ Percentage of Docs/Sites that are designated
■■ Percentage of Docs/Sites that are designated
■■ Percentage of Docs Shared Externally: 2.5%.
Smartphonatics by Country
(Source. ACI Worldwide. Aite Group)
■■ Average Number of External Collaborators: 3,000.
Thinking about the results, it seems like enterprise
users have no problems embracing Google Apps;
and, of course, should be mindful of when share
Docs/Sites with others.
Source: Forbes | June 2012
When Google Apps go Big… What happens?
In this section, readers will find summaries of the most relevant news of selected
topics that have been published over the course of the month based on its
relevance to the Banking industry. The summaries were prepared by the editorial
board. Further information is made available for each given topic.
A recent survey shows consumers want to use
mobile wallets, and that’s good news. However,
consumers clearly prefer PayPal, Google and Apple
over banks to provide the solutions. In fact, 8 of 10
consumers in the survey indicated that they would
use mobile wallets, if PayPal offered a service.
Banks should heed this wake-up call or prepare for
a future without a mobile wallet.
Source: MarketWatch | June 2012
When it Comes
Women 2 - Men 1
A recent survey of 2,000 Britons (commissioned by
British Telecom) discovered that “over half of female
internet users used social networking websites such
as Twitter and Facebook, whilst only 34 per cent of
men surveyed admitted to doing so. Similarly, out of
those surveyed, 18 per cent of women believed that,
if the internet no longer existed, they would miss
social media websites the most. This compares to
just seven per cent of men.”
Source: The Telegraph | May 2012
is Mightier than...
According to the 2012 Social and Mobile Com-
merce Study (a joint research project by Shop.org,
comScore and The Partnering Group), American
consumers follow an average of 9.3 retail compa-
nies on Pinterest, compared to 8.5 on Twitter and
6.9 on Facebook. For now, when it comes to digital
marketing, the Pin is mightier.
Source: Shop.org, comScore & The Partnering Group | June 2012
The Crowd is Growing Crazy
The Crowdfunding Industry Report from
researchers, Massolution, reveals that
crowdfunding platforms raised almost $1.5 billion,
funding over one million projects in 2011. They also
say that, with current trends, the already growing
market is set to double in 2012.
Source: Massolution | June 2012
FUNDER AND FUNDRAISER ACTIVITY
Percentage based on sample of 57 and 47 CFPs, respectively
56 September 2012 | GAMIFICATION 57
The Internet is Becoming Mobile
By 2017, there will be 5 billion mobile
broadband users, three times as
many people as are
using that technology today.
With faster mobile network
speeds and global coverage,
the mobile internet is poised to
deliver new innovative services, as the app
ecosystem will surely find a way to create newer and/
or better mobile services. According to Ericsson’s CEO, there is
a “shift in power from the network to the handset”, from connectivity to
Source: GigaOm | June 2012
Love at First Bite
People just love Apple’s iPad. A customer satisfac-
tion polls shows that iPad clearly is heads and
shoulder above its competitors when it comes to
wowing the customers. Customers are “very satis-
■■ Apple (new) iPad - 81%
■■ Apple iPad2 - 71%
■■ Samsung Galaxy Tablet - 46%
■■ Amazon Kindle Fire - 41%
■■ Others - 41%
Source: Computer World | June 2012
Appecosystem New banking concepts
Join & enjoy
Talk to Bank
Voice-enabled search is fast becoming a
differentiator, especially with smart devices in the
e-commerce space. EasyAsk, a natural language
technology company, launched Quiri in March 2012.
Quiri, a virtual personal shopping assistent, under-
stands both the intent of the search and has deep
knowledge of the content and products within the
e-commerce site. Shoppers can use their iPhone 4S
or Android to verbally search sites for products and
the products they are looking for. It is like having
a highly knowledgeable, personal shopping
assistant for that one store.
Source: Sacramento Bee | June 2012
Flashback to EVOKE
Though there is a lot of commercial buzz re-
lated to games and gamification today, some
are designed to change the world. In 2010, the
World Bank launched the EVOKE, a game which
motivate players all over the world to come up
with creative solutions to our most urgent social
problems. According to the website, “EVOKE is a
ten-week crash course in changing the world.” In
this issue of Innovation Edge, we pay homage to
one of the pioneers of gamification.
Source: World Bank | March 2010
58 September 2012 | GAMIFICATION 59
Connected Cars Solution
to Exceed $350 million
in 5 years
By 2017, according to ABI Research, the connected
car market will be about $350 million dollars;
growing from $66 million in 2012. Connect Car
solutions include stolen vehicle tracking, insurance
telematics, infotainment, and road user charging.
The consumers are asking for a connected lifestyle
and they are asking to be connected to the car,
especially the younger consumers.
Source: ABI | May 2012
Gimme a Hi-Five for health
T“For healthcare delivery, we’re rapidly moving
from a world of inbound patients to a world of in-
bound data. The impact of this shift on the health-
care system and how consumers use and act on
health information should not be underestimated.
Here are five ways digital apps and smartphones
will transform healthcare”:
■■ Improved access to care.
■■ Improved patient engagement.
■■ New provider of business models.
■■ Reduced medicare fraud.
■■ Improved patient safety.
Source: Forbes | June 2012
BBVA Innovation Center
(Plaza de Santa Bárbara 2. Madrid)
13th September | 9.00–14.00 h.
World renowned experts, based on real world ex-
periences, would help you ascertain whether or not
gamification is being hyped or is here to stay.
Check out the videos and photos of the
event in our web
Bernardo Crespo Velasco @b_crespo
Head of Digital Marketing and Marketing Lab at
BBVA Spain. Degree in Management and Econom-
ics from the University of Castilla-La Mancha and the
University of St. Andrews. He holds a masters in Re-
lational Marketing, CRM and e-Commerce at ICEMD.
Brian Burke @brian_burke
Analyst for Gartner, expert in gamification and enter-
prise architecture. His groundbreaking work in the
development of federated architectures has been
implemented in hundreds of organizations in both
public and private sectors.
Priya Haji @priyahaji
CEO and co-founder of SaveUp, the first free
rewards program that encourages Americans
to save money and pay down debt, while of-
fering a chance to win prizes, including a life-
changing $2,000,000 jackpot. Through a fun
and simple approach that employs game me-
chanics, SaveUp helps transform the otherwise
mundane activities of savings.
Sergio Jimenez @gamkt
Sergio Jimenez is an analyst, consultant and speak-
er specialized in gamification, enthusiastic market-
ing, technology and games. Mr. Jimenez has partici-
pated in numerous projects related to gamification,
helping companies of different sectors to introduce
game mechanics in products and service.
Gamification & Banking:
a passing fad or a serious business?
all the info
September 2012 | GAMIFICATION 61
BBVA understands innovation as a source of value
creation, both for our group and people. In order to
effectively manage its development, the group relies
on time tested innovation methodologies, which were
co-developed with leading experts around the world.
The Open Innovation model adopted by the group
attests that BBVA highly values people and talent, re-
gardless where they may be; and shows the bank’s
willingness to lead the transformation of the financial
industry, with total openness and without any borders.
The BBVA Innovation Center is the focal point for sig-
nificant and disruptive innovation projects.
Furthermore, the BBVA Innovation Center is a space
to meet, a space to share, and, above all, a space listen
and learn from the innovation ecosystem.
Being part of an innovation ecosystem allows BBVA to
be near ideas and talent and to facilitate access to the
world’s leading experts. It is also a way to share our
collective knowledge with innovation community.
This month events:
at BBVAFor BBVA, innovation is a strategic pillar and the BBVA
Innovation Center is a major focal point for the group’s
effort in this field.
September 27th, BBVA Innova-
tion Center will host the 8th
edition of, Cloudstage, an event
focused on the cloud. This is a
meeting between profession-
als that want to deal with the
possibilities and development
of the cloud computing.
September 25th BBVA Innova-
tion Center will host the event
Knowsqure, an online and off
line network board of direc-
tors. The aim of this event is
share experiences and knowl-
edge to improve the manage-
ment of companies.