Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation. Over-hyped or duly justified, enterprise gamification - the use of game design techniques to a business setting to make tasks more fun and engaging - is gaining attention from business leaders. Two-thirds of digital transformation programs fail mainly due to behavioural, cultural, or skills challenges. This content is from a presentation by Ben Gilchriest, Digital Transformation lead for Capgemini Australia, on the importance of digital transformation, the main challenges companies face in realising value from digital, and touches on how enterprise gamification can help organisations over-come these challenges to achieve a Digital Advantage. Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.

1. Copyright, Capgemini © 2013. All rights reserved.
THE
ROLE
OF
ENTERPRISE
GAMIFICATION
IN
BUILDING
THE
DIGITAL
ADVANTAGE
BEN
GILCHRIEST
(DIGITAL
TRANSFORMATION
LEAD,
CAPGEMINI
AUSTRALIA)
@BenGilchriest
ben.gilchriest@capgemini.com

2. Copyright, Capgemini © 2013. All rights reserved.
Capgemini
ConsulBng
and
Badgeville
have
a
global
partnership
to
leverage
innovaBve
gamificaBon
techniques
to
accelerate
digital
transformaBon
in
major
organizaBons
by
engaging,
rewarding
and
moBvaBng
employees
and
customers.
IN
AUSTRALIA
To
find
out
how
Capgemini
and
Badgeville
can
help
you
realise
a
digital
advantage
through
the
intelligent
applicaBon
of
enterprise
gamificaBon
please
contact
mani.thiru@capgemini.com

3. Copyright, Capgemini © 2013. All rights reserved.
CHANGE10
WHAT + HOW = +26%
ENTERPRISE GAMIFICATION
ADAPT, ITERATE, INTEGRATE
@BenGilchriest

4. Copyright, Capgemini © 2013. All rights reserved.
WE’RE AT A POINT OF SIGNIFICANT
CHANGE, DRIVEN BY DIGITAL
STEAM
Led to
industrialisation
ELECTRIFICATION
Led to innovations
such as the
assembly line
DIGITAL
Led to re-envisioning
processes, capabilities,
& products
Source: Capgemini analysis, © 2013
@BenGilchriest

5. Copyright, Capgemini © 2013. All rights reserved.
ACCELERATING PACE
Source: Capgemini analysis; Sources: In-stat, June 10, 2008; The Web Is Dead. Long
Live the Internet, Wired, 2010; Morgan Stanley, 2010; The Economist, November, 2006;
Data Center of China Internet, 2010; Europa, Accelerating technological change: racing
into the unknown”, 2010, IDC, “2010 Digital Universe”, 2010.
@BenGilchriest

6. Copyright, Capgemini © 2013. All rights reserved.
Work
&
Play
Use
of
standard
&
non-­‐standard
devices
and
plaUorms
within
the
corporate
environment.
Customer
&
Enterprise
A
demand
for
a
more
authenBc,
engaged
and
social
experience
and
interacBon
with
companies.
Digital
&
Physical
AugmenBng
and
enhancing
the
physical
with
digital
(device
and
plaUorm).
BOUNDARIES ARE BLURRING,
EXPECTATIONS ARE CHANGING
Source: Capgemini analysis, © 2013
@BenGilchriest

7. Copyright, Capgemini © 2013. All rights reserved.
BEGINNERS
This is not for us!
CONSERVATIVES
Analogue focus
FASHIONISTAS
Digital
Digital
Digital
Digital
Digital
DIGIRATI
Growth; +9%
Profit; +26%DIGITALINTENSITY
WHAT
is
the
organisaBon
doing
(digital
investments
&
assets;
social
media,
online
etc.)
Investment
in
technology
enabled
iniBaBves
to
change
how
an
organisaBon
operates)
THE DIGITAL ADVANTAGE
TRANSFORMATION MANAGEMENT INTENSITY
HOW
is
the
organisaBon
doing
it
(vision,
governance
&
roadmap,
capabiliBes
&
skills.
Culture,
business
–
IT
relaBonship)
CreaBng
the
capabiliBes
necessary
to
drive
digital
transformaBon)
Sources: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations © 2011; Capgemini Consulting-MIT Analysis – The Digital
Advantage; How digital leaders outperform their peers in every industry © 2012
@BenGilchriest

8. Copyright, Capgemini © 2013. All rights reserved.
BEGINNERS
CONSERVATIVES
FASHIONISTAS
DIGIRATI
DIGITALINTENSITY
TRANSFORMATION MANAGEMENT INTENSITY
EVERY INDUSTRY HAS DIGIRATI
Sources: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations © 2011; Capgemini Consulting-MIT Analysis – The Digital
Advantage; How digital leaders outperform their peers in every industry © 2012
@BenGilchriest

9. Copyright, Capgemini © 2013. All rights reserved.
DIGIRATI APPLY FOCUS ON DOMAINS
and FOCUS on “HOW”
Social
Media
Customer
Experience
Mobile
Channel
CUSTOMER-
FACING
PROCESSES
OPERATIONAL-
FACING PROCESSES
Analytics
Data Integration
Process
Digitization
Internal
Collaboration
Note; charts represent percentage of companies that exhibit
Excellence in one or more of the six digital intensity domains.
We define excellence as an average score > 6 (on a 1-7 scale)
on all questions of a given domain, after dropping the
question with the lowest score.
COMMON DOMAINS
FOCUSED EXCELLENCE
Sources: Capgemini Consulting-MIT Analysis – The Digital Advantage; How digital leaders
outperform their peers in every industry © 2012
@BenGilchriest

10. Copyright, Capgemini © 2013. All rights reserved.
SKILLS AND CULTURE ARE KEY
BARRIERS TO A DIGITAL ADVANTAGE
Missing
Skills
77%
Culture
Issues
55%
IneffecDve
IT
50%
Sources: Capgemini Consulting-MIT Analysis – Digital Transformation: A roadmap for billion-dollar organizations © 2011.
@BenGilchriest

11. Copyright, Capgemini © 2013. All rights reserved.
Enterprise
GamificaDon
Change
Management
Employee
Engagement
Employee
Training
and
Learning
InnovaDon
Process
Efficiency
ENTERPRISE GAMIFICATION CAN
HELP DRIVE FASTER TIME TO VALUE
Source:
“Let
the
games
begin.
Using
GamificaBon
Mechanics
to
Drive
Digital
TransformaBon
”,
Maggie
Buggie,
Capgemini
ConsulBng
2013
@BenGilchriest

12. Copyright, Capgemini © 2013. All rights reserved.
Major
Insurer:
How
to
provide
customer
centric
insurance
advice?
Market
Leading
Retail
Bank:
How
to
become
the
world
leading
“digital
bank
with
branches
by
2016”?
Analogue
Food
Retailer:
How
to
move
from
mono
channel
bricks
and
mortar
service
provision
to
an
all-­‐channel
offering?
Global
Power
UDlity:
How
to
transform
customer
service
operaBons
at
an
affordable
cost
to
serve?
Top
Global
Luxury
Retailer:
How
to
maintain
the
pace
of
change
and
innovaBon
required
to
be
a
world
leader?
CONSIDER THE CHALLENGES OF THESE
LEADING COMPANIES…
@BenGilchriest

13. Copyright, Capgemini © 2013. All rights reserved.
CHANGE10
new digital age
WHAT + HOW = +26%
1ry benefits & challenges come from the ‘how’
ENTERPRISE GAMIFICATION
intelligently applied, helps address the ‘how’
ADAPT, ITERATE, INTEGRATE
as part of a digital transformation program
@BenGilchriest

14. Copyright, Capgemini © 2013. All rights reserved.
‘Capgemini
ConsulBng
is
the
sole
digital
specialist
in
the
consulDng
market.
Its
digital
specialist
model
has
delivered
the
strongest
all-­‐around
capability
set.’
Kennedy
Research,
March
2013
How
digital
leaders
outperform
their
peers
in
every
industry
Let
the
Games
Begin
Using
GamificaBon
Mechanics
to
Drive
Digital
TransformaBon
The
Digital
Advantage
“The
Vision
Thing”:
Developing
a
TransformaBve
Digital
Vision
How
a
transformaBve
vision
disBnguishes
DigiraB
from
their
peers
@BenGilchriest

15. Helping you find,
size, and catalyse
digital opportunities.
Driving Digital Transformation
The Capgemini Digital Transformation consulting
practice helps organisations find the digital opportunities
within their business. Our team specialises in identifying,
designing, and developing new ventures, innovative
delivery models, and digital transformations to get real
value from the digital economy.
We offer a fresh approach based on collaborative and
iterative design with a focus on targeted outcomes. You
bring your customer and business experience. We bring
perspectives from our understanding of the Australian
and global digital economy and our leadership in
organisation transformation and technology.
Digital Transformation
Think - Design - Develop
Contact Points
Ben Gilchriest
ben.gilchriest@capgemini.com
Jean-Baptiste Vincent
jean-baptiste.vincent@capgemini.com
Mani Thiru
mani.thiru@capgemini.com
Mark Anderson
mark.anderson@capgemini.com