BOOST YOUR CORPORATE
ENGINE WITH

GAMIFICATION
FROM THEORY
TO REALITY
Kristoffer Frang
Business Developer
kristoffer.frang...
DEFINING THE PROBLEM

DESIGNING AN ENGAGING EXPERIENCE

BEHAVIOR AND BUSINESS VALUE

GAMIFICATION IN PRACTICE
info@bizpart...
DEFINING THE PROBLEM

CAUTION!
ENGAGEMENT

CRIZIS AHEAD!
PLUMMETING EMPLOYEE ENGAGEMENT
1%
38%

22%
33%

19%
45%

61%
Focus on Encourage
Employee Strengths

51%

Focus on Improvin...
THE ZOMBIE THREAT
info@bizpartengage.com

www.bizpartengage.com
COST: $550 BILLION (ANNUALY)

THE ZOMBIE THREAT

Source: http://www.gallup.com/strategicconsulting/163007/state-american-w...
ENGAGEMENT IN HR’S PERSPECTIVE
69 % think that low engagement is a problem

96 % think that is imporant or very important ...
DESIGNING AN ENGAGING EXPERIENCE

DESIGNING
AN

ENGAGING

EXPERIENCE
DESIGNING AN ENGAGING EXPERIENCE
UNDERSTANDING
MOTIVATION

info@bizpartengage.com

UNDERSTANDING
STRUCTURE

www.bizparteng...
UNDERSTANDING MOTIVATION
MOTIVATION ACCORDING TO
STEVEN REISS, Ph.D

Started out with 400 thinkable goals

Collected surve...
SENSE OF ACHIEVEMENT

CURIOSITY

ROMANCE

FAMILY

IDEALISM

SOCIAILIZING

REVENGE

HONOR

STATUS

info@bizpartengage.com

...
MOTIVATION ANALYSIS

info@bizpartengage.com

(REAL DATA)

www.bizpartengage.com
1.

IDENTIFY KEY INTRINSIC
MOTIVATORS FOR YOUR
AUDIANCE

info@bizpartengage.com

www.bizpartengage.com
ENGAGEMENT LOOP

SHORT TERM
ENGAGEMENT

EFFORT

FEEDBACK

info@bizpartengage.com

STRUCTURE

www.bizpartengage.com
PROGRESSION LOOP
Do the
tutorial

LONG-TERM
ENGAGEMENT

Explore
Find a great
a cave Boss fight! Level up
team

SLAY THE
DR...
PROGRESSION LOOP
?

Introductio
n

Join Team
A

Discover
the
intraweb

?

?

Commit to
project A

Continue
Project A

?

T...
info@bizpartengage.com

www.bizpartengage.com
Koppla till Gallups siffror som
visar att man mår bra att
fokusera på styrkor.

PROGRESSION LOOP

Koppla till Reiss’
motiv...
2.

DEFINE A SUTIBLE
STRUCTURE BY COMBINING
LONG- AND SHORT-TERM
ENGAGEMENT LOOPS

info@bizpartengage.com

www.bizpartenga...
BEHAVIOR BUSINESS VALUE

CHANGING
BEHAVIOR
TO GAIN

BUSINESS VALUE
BJ. FOGG’S BEHAVIOR MODEL

ABILITY

MOTIVATION

The amount of effort
and/or resources you
have to put in to do
certain beh...
BJ. FOGG’S BEHAVIOR MODEL

motivation

motivating
behaviour

triggers
succeed here

triggers
fail here

boring
behaviour
d...
GAMIFICATION VS. SOCIAL MEDIA
motivating
behaviour

motivation

Keeping a large
social network

boring
behaviour
difficult...
BJ. FOGG’S BEHAVIOR MODEL

motivation

motivating
behaviour

boring
behaviour

TRADITIONAL IT-SYSTEMS
difficult
behaviour
...
GAMIFICATION VS. SOCIAL MEDIA

GAMIFICATION

motivating
behaviour

motivation

Email reminder
Easy to invite

Climb the
le...
GAMIFICATION VS. SOCIAL MEDIA

“Well designed games are able to solve
complementary (and relatively much harder)
problems ...
3.

ANALYZE WHAT’S
PREVENTING TARGET
BEHAVIOR AND DESIGN TO
TARGET THE MOST
EFFECTIVE ELEMENTS

info@bizpartengage.com

ww...
1.

IDENTIFY KEY INTRINSIC MOTIVATORS FOR YOUR
AUDIANCE

2.

3.

DEFINE A SUTIBLE STRUCTURE BY
COMBINING LONG- AND SHORT-T...
GAMIFICATION IN PRACTICE

GAMIFICATION
IN

PRACTICE
info@bizpartengage.com

www.bizpartengage.com
info@bizpartengage.com

www.bizpartengage.com
CHALLENGE
CONSULTANCY
COMPANY

Motivate consultants to commit to personal
development and career progress.

SOLUTION
Motiv...
CHALLENGE
CONSULTANCY
COMPANY

Motivate consultants to commit to personal
development and career progress.

SOLUTION
Initi...
CHALLENGE
RETAIL
COMPANY

Motivate external sales staff to take engage in
online-courses and information.

SOLUTION

GOAL
...
CHALLENGE
RETAIL
COMPANY

Motivate external sales staff to take engage in
online-courses and information.

SOLUTION
Mechan...
EXCITING FUTURE AHEAD
• More data –> More engagement

• User Engagement Index
• Gamification in bigger scopes

info@bizpar...
THANK YOU!

Kristoffer Frang
Business Developer
kristoffer.frang@bizpartengage.com
+46 46 272 55 06
@kristofferfrang

www....
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Gamification theory to realtity - kristoffer frang (public)

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This was presented on the "Gamification day" conference i Stockholm, Sweden.
Gamification is on everyone's lips and there are numerous theories and models to explain its dynamics and different aspects. But how do you apply that knowledge in your project? This presentation takes theory to reality and gives hands on advice about what you should think about when applying gamification.

Published in: Business, Technology
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Gamification theory to realtity - kristoffer frang (public)

  1. 1. BOOST YOUR CORPORATE ENGINE WITH GAMIFICATION FROM THEORY TO REALITY Kristoffer Frang Business Developer kristoffer.frang@bizpartengage.com +46 46 272 55 06 @kristofferfrang www.bizpartengage.com info@bizpartengage.com +46 46 32 05 85 @bizpart
  2. 2. DEFINING THE PROBLEM DESIGNING AN ENGAGING EXPERIENCE BEHAVIOR AND BUSINESS VALUE GAMIFICATION IN PRACTICE info@bizpartengage.com www.bizpartengage.com
  3. 3. DEFINING THE PROBLEM CAUTION! ENGAGEMENT CRIZIS AHEAD!
  4. 4. PLUMMETING EMPLOYEE ENGAGEMENT 1% 38% 22% 33% 19% 45% 61% Focus on Encourage Employee Strengths 51% Focus on Improving Employee Weaknesses 40% 30% 58% 2% Ignored Employees % Actively Disengaged (US companies) info@bizpartengage.com % Not Engaged % Engaged Source: http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx www.bizpartengage.com
  5. 5. THE ZOMBIE THREAT info@bizpartengage.com www.bizpartengage.com
  6. 6. COST: $550 BILLION (ANNUALY) THE ZOMBIE THREAT Source: http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx info@bizpartengage.com www.bizpartengage.com
  7. 7. ENGAGEMENT IN HR’S PERSPECTIVE 69 % think that low engagement is a problem 96 % think that is imporant or very important to address the low enagement 41 % of organizations address employee engagement directly The most important elements to improve engagement is believed to be: - Communicate clear expectations - Listen to employees’ opinions - Give recognition Source: http://www.psychometrics.com/docs/engagement_study.pdf info@bizpartengage.com www.bizpartengage.com
  8. 8. DESIGNING AN ENGAGING EXPERIENCE DESIGNING AN ENGAGING EXPERIENCE
  9. 9. DESIGNING AN ENGAGING EXPERIENCE UNDERSTANDING MOTIVATION info@bizpartengage.com UNDERSTANDING STRUCTURE www.bizpartengage.com
  10. 10. UNDERSTANDING MOTIVATION MOTIVATION ACCORDING TO STEVEN REISS, Ph.D Started out with 400 thinkable goals Collected survey data Factor analysis 16 BASIC HUMAN MOTIVATORS info@bizpartengage.com www.bizpartengage.com
  11. 11. SENSE OF ACHIEVEMENT CURIOSITY ROMANCE FAMILY IDEALISM SOCIAILIZING REVENGE HONOR STATUS info@bizpartengage.com www.bizpartengage.com
  12. 12. MOTIVATION ANALYSIS info@bizpartengage.com (REAL DATA) www.bizpartengage.com
  13. 13. 1. IDENTIFY KEY INTRINSIC MOTIVATORS FOR YOUR AUDIANCE info@bizpartengage.com www.bizpartengage.com
  14. 14. ENGAGEMENT LOOP SHORT TERM ENGAGEMENT EFFORT FEEDBACK info@bizpartengage.com STRUCTURE www.bizpartengage.com
  15. 15. PROGRESSION LOOP Do the tutorial LONG-TERM ENGAGEMENT Explore Find a great a cave Boss fight! Level up team SLAY THE DRAGON SKILL STRENGTH OVERALL PROGRESS info@bizpartengage.com www.bizpartengage.com
  16. 16. PROGRESSION LOOP ? Introductio n Join Team A Discover the intraweb ? ? Commit to project A Continue Project A ? Training Internal Project ? Start competence group ? info@bizpartengage.com Start competence group ? ? ? PROMOTION EMPLOYMENT ? Initiate workshops www.bizpartengage.com
  17. 17. info@bizpartengage.com www.bizpartengage.com
  18. 18. Koppla till Gallups siffror som visar att man mår bra att fokusera på styrkor. PROGRESSION LOOP Koppla till Reiss’ motivationsanalys GOAL Successful gamification combines long- and short-term loops according to the goals and behavior that one seek. info@bizpartengage.com www.bizpartengage.com
  19. 19. 2. DEFINE A SUTIBLE STRUCTURE BY COMBINING LONG- AND SHORT-TERM ENGAGEMENT LOOPS info@bizpartengage.com www.bizpartengage.com
  20. 20. BEHAVIOR BUSINESS VALUE CHANGING BEHAVIOR TO GAIN BUSINESS VALUE
  21. 21. BJ. FOGG’S BEHAVIOR MODEL ABILITY MOTIVATION The amount of effort and/or resources you have to put in to do certain behavior The willingess to do certain behavior info@bizpartengage.com TRIGGER Something that trigger the behavior. www.bizpartengage.com
  22. 22. BJ. FOGG’S BEHAVIOR MODEL motivation motivating behaviour triggers succeed here triggers fail here boring behaviour difficult behaviour info@bizpartengage.com ability simple behaviour www.bizpartengage.com
  23. 23. GAMIFICATION VS. SOCIAL MEDIA motivating behaviour motivation Keeping a large social network boring behaviour difficult behaviour info@bizpartengage.com ability simple behaviour www.bizpartengage.com
  24. 24. BJ. FOGG’S BEHAVIOR MODEL motivation motivating behaviour boring behaviour TRADITIONAL IT-SYSTEMS difficult behaviour info@bizpartengage.com ability simple behaviour www.bizpartengage.com
  25. 25. GAMIFICATION VS. SOCIAL MEDIA GAMIFICATION motivating behaviour motivation Email reminder Easy to invite Climb the leaderboard boring behaviour difficult behaviour info@bizpartengage.com ability simple behaviour www.bizpartengage.com
  26. 26. GAMIFICATION VS. SOCIAL MEDIA “Well designed games are able to solve complementary (and relatively much harder) problems than social networks do. If used properly, gamification is able to drive long term engagement and persistent actions reliably.” – Michael Wu (Stanford University) info@bizpartengage.com www.bizpartengage.com
  27. 27. 3. ANALYZE WHAT’S PREVENTING TARGET BEHAVIOR AND DESIGN TO TARGET THE MOST EFFECTIVE ELEMENTS info@bizpartengage.com www.bizpartengage.com
  28. 28. 1. IDENTIFY KEY INTRINSIC MOTIVATORS FOR YOUR AUDIANCE 2. 3. DEFINE A SUTIBLE STRUCTURE BY COMBINING LONG- AND SHORT-TERM ENGAGEMENT LOOPS ANALYZE WHAT’S PREVENTING TARGET BEHAVIOR AND DESIGN TO AFFECT THE MOST EFFECTIVE FACTORS info@bizpartengage.com www.bizpartengage.com
  29. 29. GAMIFICATION IN PRACTICE GAMIFICATION IN PRACTICE
  30. 30. info@bizpartengage.com www.bizpartengage.com
  31. 31. info@bizpartengage.com www.bizpartengage.com
  32. 32. CHALLENGE CONSULTANCY COMPANY Motivate consultants to commit to personal development and career progress. SOLUTION Motivators: Curiosity, Power, Honor GOAL Structure: Focus on progression loops. Engagement loops in initial phase. Behavior: Ability already relative high; main focus on motivation. info@bizpartengage.com www.bizpartengage.com
  33. 33. CHALLENGE CONSULTANCY COMPANY Motivate consultants to commit to personal development and career progress. SOLUTION Initial phase mechanics: • Incentivized forum and profile for internal awareness. • Incentivized follow-up routines. • Leaderboards. • Points. Continuous mechanics: • Show long-term professional progress. • Goal setting and achievements. • Illustrate personal development relative to the organization’s. info@bizpartengage.com www.bizpartengage.com
  34. 34. CHALLENGE RETAIL COMPANY Motivate external sales staff to take engage in online-courses and information. SOLUTION GOAL Motivators: Saving, Curiosity, Competiveness (revenge) Structure: Exernal staff; focus on engagement loops. Behavior: Focus on ability and motivation info@bizpartengage.com www.bizpartengage.com
  35. 35. CHALLENGE RETAIL COMPANY Motivate external sales staff to take engage in online-courses and information. SOLUTION Mechanics: • E-Learning. • Interactive blog. • Points for every action. • Reward-shop. • Event access. • Leaderboards. • Push activity. info@bizpartengage.com www.bizpartengage.com
  36. 36. EXCITING FUTURE AHEAD • More data –> More engagement • User Engagement Index • Gamification in bigger scopes info@bizpartengage.com www.bizpartengage.com
  37. 37. THANK YOU! Kristoffer Frang Business Developer kristoffer.frang@bizpartengage.com +46 46 272 55 06 @kristofferfrang www.bizpartengage.com info@bizpartengage.com +46 46 32 05 85 @bizpart

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