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Enterprise Gamification: Playing to win
Empowering employees to drive digital transformation
People make it happen
Driving digital transformation is not just about implementing
new technology or digital capability. Refreshing your social
media strategy or introducing augmented reality to improve
your customer experience is no longer enough. To see true
and lasting business value, organizations need to change
their mindsets, behaviors and culture to create a sustainable,
digitally mature enterprise, which can adapt, on-demand at an
appropriate cost to serve.
We know that one of the characteristics of robust and
meaningful organizations is the ability to learn and change.
The advent of digital transformation, an influx of millennials to
the workforce, and an increased appreciation of the role of
digital in driving business performance, has refocused debate
on the changing relationship between a firm and its people.
We speak often of the business need to be customer-focused;
the other side of that coin is a need to be people-focused.
People still “make it happen” and realizing business value
from digital investments is significantly dependent on how
the workforce responds. The most successful transformation
projects are people-shaped, based on a “deep-understanding
of behavioral psychology, social motivations and digital
cultures”1
. As the pressure on organizations from employees
to become digital continues to grow, often as a result of richer
digital experiences at home, the greatest antagonist to change
is increasingly being recognized to be company culture2
.
True return on investment of digital investments relies on
collaboration among actively engaged employees, smarter
decision-making, increased sharing of established practice
and, over time, sustained behavioral change. When
introducing new technologies and platforms, organizations
often focus on deployment rather than adoption. Across
industries, employers are shortening the time-to-business
benefits and cutting the cost to change, in order to drive
employee loyalty and advocacy in digital transformation. Such
employers are realizing that innovative solutions such as
Enterprise Gamification are becoming increasingly important
to delivering true business transformation.
Enterprise Gamification is not just a solution or a ‘game’.
Social employee recognition systems amplify the reach of
recognition events to improve intrinsic motivation for sustained
workforce engagement. The engagement connection is
critical because the link between employee engagement
and business performance is well documented — such
as improved operational efficiencies; higher employee
engagement, productivity and quality of service; increased
customer satisfaction and retention; and increased revenue
and profitability4
.
To see true and lasting business
value, organizations need to
change their mindsets, behaviors
and culture to create a sustainable,
digitally mature enterprise, which
can adapt, on-demand at an
appropriate cost to serve.
2
Gamification can be used to engage with consumers and
partners, and is increasingly being used by businesses as
a mechanism to drive change within organizations. It can
support any changes to a business’s operating model and is
a powerful mechanism to drive meaningful digitally-enabled
business transformation.
Over recent years we have seen some successes in its
application:
•	 Khan Academy provides a gamified educational resource to
inspire 10 million learners to master subjects such as math
or science.
•	 Quirky “gamifies” product development by engaging
a community of 800,000 inventors to collaborate in
developing innovative product ideas and getting them
to market.
•	 Salesforce uses Enterprise Gamification to motivate their
sales teams. Manual processes have been replaced with
a user-friendly sales application that displays a team
leaderboard, a progress bar and featured challenges,
encouraging them to achieve their short and long-term
sales goals5
.
As businesses start to recognize the value of using Enterprise
Gamification, it will become impossible to ignore, but many
are struggling to know how to deliver it. This paper shares
‘how’ to bring an Enterprise Gamification approach to your
organization, building on ‘what’ is Enterprise Gamification,
outlined in our earlier paper, ‘Let the games begin: Using
game techniques to drive digital transformation’6
. When
applied correctly, Enterprise Gamification has a significant role
to play in engaging employees and driving behavioral change
to achieve accelerated business outcomes.
Common Gamification Techniques
•	Rewards – such as points, 	
achievement badges and levels
•	Leaderboards
•	Likes & dislikes
•	Transparency and measurement
Enterprise Gamification has a
significant role to play in engaging
employees and driving behavioral
change to achieve accelerated
business outcomes.
3
the way we see itEnterprise Gamification
The market is changing quickly with new disruptive
technologies meaning organizations have to become more
agile. By 2017, 70% of successful digital business models will
rely on deliberately unstable processes designed to change
as customers’ needs shift10
. Gartner’s 2014 worldwide CIO
Survey found, “more than half of the CIOs surveyed are
concerned that their organizations are ill prepared for a pivot
to a digital economy, mandating a new approach — which
we call the digital workplace — to energizing the workforce11
.
Organizations are struggling to become agile enough to
rapidly respond to a fast-changing business environment and
50% of the companies that fail to bring about a necessary
change do so because they are unable to convey the
importance of this to employees12
.
Organizations increasingly recognize that true digital
transformation comes through engaging employees and
involving them in the journey – simply focusing on IT and
new digital technologies will not deliver the business benefits
expected13
. Enterprise Gamification is rapidly being seen as
the mechanism to change this — putting employees at the
forefront of transformation by inspiring them to embrace
desired behavioral changes. According to Gartner (2014),
focus for gamification has clearly shifted from being primarily
consumer-facing and marketing-driven, to becoming
primarily an enterprise concern with a focus both internal
and external to the organization. Internal to organizations,
gamification is being used in recruiting, onboarding, training,
wellness, collaboration, performance, innovation, change
management and sustainability14
. Organizations are beginning
to use gamification as a means to motivate employees and
customers. Implementing gamification means matching
player goals to target business outcomes, in order to engage
people on an emotional level, rather than on a transactional
level. Gamification can increase the effectiveness of an
organization’s digital business strategy15
.
Like any new approach, there is a difference of opinion as to
what Enterprise Gamification means in reality. “You shouldn’t
forget that gamification isn’t about building a full-fledged
game”, said Kevin Werbach, Co-Author of ‘For the win:
The pace of change is accelerating
The pace of change in the digital landscape is increasing
and the war for the most talented employees is in full force.
Organizations find themselves at a very interesting and
exciting time in the market where:
•	 Businesses need to address key gaps, skills and
inefficiencies: our MIT research has found that these
gaps are the key contributor’s to the failure of digital
transformation initiatives7
.
•	 Employees often enjoy a rich digital experience at home
and so expect this from their work environment as well.
Connectivity, collaboration tools and access anywhere,
anytime on multiple devices are key elements of a rich
digital experience at the workplace.
•	 Employees are increasingly operating as virtual teams, with
increased mobile working, leading to poor team-dynamics,
collaboration and knowledge-sharing.
•	 The positive business outcome of engaged, productive
employees is happy customers – according to a global poll,
only 30% of the workforce is engaged8
.
•	 Our MIT research shows that two thirds of digital
transformation projects fail because of issues with
workforce behavior issues, and organizations face the
significant challenge of influencing behavior to alter this
trend9
.
You shouldn’t forget that gamification isn’t
about building a full-fledged game. It’s just
about using some elements of games, and
because it operates at the level of elements,
using gamification offers more flexibility than
using a game.”
Kevin Werbach
Co-Author of ‘For the win: How Can Game
Thinking Revolutionize Your Business’
4
Moreover, in a world where office-based work is declining
rapidly, online has taken the place of the traditional
office. Many businesses face the challenge of highly
geographically dispersed workforces, with a significant
proportion of remote and mobile workers. Forrester’s
Forrsights workforce data shows that the number of
employees working in a corporate office at least once a
week fell from 100% in 2010 to 89% in 2012. At the same
time, part-time employment as a share of total employment
is at its highest rate in decades at 19.7%22
.
A recent McKinsey Global Institute report notes that 58% of
US employers expect to hire more temporary and part-time
workers, including those in more highly-skilled positions23
.
As a result, employees increasingly require flexibility in ways
of working, and Enterprise Gamification provides an easy
way to engage a disparate and global workforce.
•	 Drive employee loyalty and create advocates:
Productivity, engagement, quality and consistency of
work are key for organizations to prosper. Gallup found
that over 70% of Americans are actively disengaged
in their work, costing the US economy $450 - $550bn
annually. However, when both employees and customers
are engaged, a 240% boost in business performance
can be achieved24
. Enterprise Gamification is a powerful
mechanism to put employees at the forefront of change by
inspiring them to embrace organizational changes, such as
digital transformation, and invest both time and energy in
its success.
How Can Game Thinking Revolutionize Your Business”. “It’s
just about using some elements of games, and because it
operates at the level of elements, using gamification offers
more flexibility than using a game.”16
Enterprise Gamification leverages human psychology, often
using technology platforms, to motivate the behaviors
that organizations desire in employees. According to the
Fogg Model17
, any behavior is driven by three components:
motivation, trigger and ability. Enterprise Gamification
simultaneously utilizes all the three factors to positively
influence human behavior, resulting in a successful gamified
system.
There are tangible business benefits associated with utilizing
Enterprise Gamification as a change management mechanism
within your organization. The benefits include:
•	 Accelerating business benefits: By engaging with
and encouraging desired behaviors from employees,
businesses can accelerate the speed of change
management. A recent MIT study showed that agile
organizations have faster revenue growth and generate
30% higher profits than non-agile organizations18
. As
competition in the market increases with new digital
technologies being introduced at a faster rate, organizations
that can adapt quickly and stay ‘two steps ahead’ often
outperform their competitors. Traditional HR processes do
not reflect business change fast enough, but conversely,
Enterprise Gamification is a powerful mechanism to
encourage employee engagement and introduce new
technologies quicky, so that organizations can respond to
market changes.
•	 Cutting the cost of change: Enterprise Gamification
has proven to both directly and indirectly reduce costs
when implemented in organizations. These hard business
benefits are a key driver and motivator for businesses
to use Enterprise Gamification internally. For example,
when Enterprise Gamification was introduced, attrition
rates of HCL Tech decreased by 60%, MakeMyTrip’s new
employment engagement increased by 26%, and SAP’s
employee training cost was reduced by 60%19
. SuMo, a
recent app launched to draw data from a business’s
expenses system and encourage employees to compete by
completing challenges aimed at reducing costs, saved one
organization $2.1m in travel and expenses costs20
.
•	 Drive employee productivity and retention: Enterprise
Gamification can promote a positive company culture,
rewarding employees for cross-departmental collaboration
or company-wide volunteer programs. It provides a
powerful mechanism for employees at all levels of an
organization to be heard, collaborate and share ideas,
knowledge and best practices. By creating a positive
company culture, employees are rewarded for sharing and
improving their ideas, in a market where the war for talent is
becoming increasingly competitive21
.
User engagement is at the heart
of today’s “always connected”
culture. Incorporating game
mechanics encourages
desirable behaviors, which
can, with the help of carefully
planned scenarios and product
strategies, increase user
participation, improve product
and brand loyalty, advance
learning and understanding of
a complex process, accelerate
change adoption, and build
lasting and valuable relationships
with target audiences25
.
5
the way we see itEnterprise Gamification
Figure 1 (to the right) shows the benefits seen
by the UK’s largest electricity supplier and
producer of low-carbon energy, EDF Energy.
They used Enterprise Gamification to quickly
mobilize employee engagement, share insight
and knowledge, and drive collaboration.
Ideas and contributions were crowd-sourced
by employees, aimed at saving money and
improving the organization’s performance. The
results broke all success criteria, with 117 new
concepts introduced, compared to 23 from a
previous initiative.
With multiple user communities in
geographically diverse locations, EDF Energy
recognized that improving collaboration and
knowledge sharing amongst their Enterprise
IT community was vital. By introducing
leaderboards, an atmosphere of positive
competition was created. Likes/dislikes
energized people in ways they recognized from
social media, and published comments drove
debate forward and, importantly, developed
new ideas. Employee engagement exceeded
all EDF Energy’s expectations with 92% of the
community actively involved in the challenge.
As expected, the best behaviors were driven
by intrinsic factors, such as using a points
system to recognize and reward people, rather
than extrinsic factors, such as a free hand held
device. Key to employee engagement was
allowing users of all grades to be recognized by
their peers, supplemented by Senior Executive
support. Engagement was driven particularly by
the leaderboard challenges and points system,
which provided a sense of fun and competition—
inventors and teams competed to create the
best idea against a range of different categories,
while also gaining recognition for helping
develop the ideas of others.
The mobile apps that the community started
to create were of relevance and value to the
organization, primarily due to collaboration,
commenting and knowledge sharing from across
the business.
The top five ideas will be presented by the idea
originators to a senior panel consisting of the CIO
and further IT and Business Functional Directors.
While creating a sense of achievement, this
presented an opportunity to leapfrog hierarchical
barriers for a successful few. This ensures that
business ideas that can make a difference are
quickly exposed to decision makers for potential
deployment.
The proposed apps provide genuine value to
EDF Energy, with a range of innovative ideas to
increase revenue or drive cost savings, such
as ways to save money through green travel,
and an app to drive lean behavior and process
excellence understanding and adoption. Previous
innovation drives within the business lacked
the momentum to develop the ideas further.
By adding elements of fun, challenge and
competition, the number and quality of ideas
increased dramatically.
This case study shows that Enterprise
Gamification techniques work well and work
rapidly. Within a community with a diverse
demographic spread and a significant potential
resistance to change, these techniques genuinely
delivered — cutting across internal boundaries,
disparate locations, and formal grades to unlock
more business focused innovation ideas than
traditional means. This experience with EDF
Energy proves that digital tools and techniques
such as Enterprise Gamification can accelerate
and sustain the behavorial change required to
make transformation stick in an organization.
Delivery transparency and energizing EDF Energy
6
90%Take-up with Capgemini
gamification technologies
117
New mobile app concepts
...across all aspects of the EDF Energy business...
championed by their inventors and narrowed down
to 5 for presentation to the CIO
Drive innovation and
employee engagement
across a geographically
dispersed workforce
23
New ideas
from a previous
innovation session
Speaking the language
Enterprise Gamification techniques are about ‘speaking
the language’ of the modern digital business landscape
and the people who work within it. The business workforce
demographic has shifted from ‘baby boomers’ to ‘Generation
Y’ and ‘millenials’, for whom technology remains an integral
part of their lives – millenials will make up 50% of the US
workforce by 202026
.
However, all generations are increasingly adopting a millennial
mindset and are expecting ubiquitous connectivity, seamless
interaction across all channels, and instant feedback and
collaboration.
According to Forrester, baby boomers dominate the market in
terms of tech spend, representing 24% of the US population
but consuming 40% (in total dollars) of technology spend.
Moreover, ten years ago, only 25% of boomers were regular
web users, but 70% now go online daily27
.
The way employees of all generations engage with each other
has been influenced by technology, and they increasingly want
this element of the digital world to influence their engagement
at work as well.
Social collaboration at work demands a ‘paradigm shift’ and
Enterprise Gamification provides this28
. Employees who
can interact seamlessly outside the workplace respond
with alacrity to an environment that brings agility inside the
workplace.
Social tools, such as social networking, instant messaging,
video-on-demand, blogs and wikis, enable them to instantly
connect, engage, and collaborate with cohorts and managers
in ways that are natural to them, leading to better productivity
across the enterprise.
As a result, Enterprise Gamification provides a platform
for colleagues to collaborate, receive instant feedback,
and build a sense of community, even when working in
disparate locations. The growth in mobile is bringing an era
of ubiquitous connectivity, with more than 1.6 million mobile
devices expected to be purchased globally by 201629
. This
provides an exciting opportunity for employees across
wide-spread locations and time-zones to share ideas and
collaborate.
Figure 1: Benefits seen by the UK’s largest electricity
supplier and producer of low-carbon energy, EDF Energy,
who used Enterprise Gamification to mobilize employee
engagement, share insight and knowledge, and drive
collaboration
7
the way we see itEnterprise Gamification
A further significant challenge facing many workforces is how
to encourage collaboration between different generations,
with ‘baby boomers’ often feeling threatened by younger
employees with digital skill sets, and Gen Y feeling “stuck in
the middle of older workers who refuse to retire and younger
ones who are treated far better than they ever were”29
.
An associated challenge is presented by aging workforces,
who hold a wealth of legacy insight on the organization30
.
Capturing this knowledge for the use of future generations of
workers is of paramount importance to sustained competitive
advantage. Enterprise Gamification can provide a consistent
platform for communication across all generations, as
demonstrated by EDF Energy’s example.
On social platforms, feedback from peers informs nearly
every aspect of employees’ personal lives, and 70% are more
excited about a decision they have made when it included
instant reactions from other users. Over 50% of employees
use social media tools to communicate and build community
with employees31
, and this form of engagement is a way of
life for most staff. Enterprise Gamification can provide instant
feedback, something employees increasingly expect.
Millennials are typically achievement-driven and Enterprise
Gamification is a powerful tool to engage employees through
touching the “deep human desires including achievement,
acceptance, visibility, fairness and meritocracy”32
. It allows
collaboration across traditional divides such as geography,
grade or business unit, driving grassroots employee
engagement and giving even junior members of staff a voice.
This is recognized by multinational organizations across
sectors: Nestle’s Global Head of Digital & Social, Pete
Blackshaw, claims that, “The potential of digital is its ability to
bridge functions, soften silos, and make informal connections
that you typically don’t have through reporting lines”.
The Capgemini DCX games engaged
employees across Capgemini’s disparate
business units and regions to drive employee
innovation and collaboration, in an Enterprise
Gamification initiative unlike other previous
internal efforts. The number and quality
of submissions to the DCX Innovation
Challenge were testament to how Enterprise
Gamification can drive and sustain real
behavioral change within an organization, to
ultimately drive sales and extend the market-
leading position of DCX”
Paul Nannetti
Group Sales and Portfolio Director,
Member of Group Executive Committee,
Capgemini
8
were submitted from participants based in Europe, North
America and India. The winning three ideas were selected
and given the opportunity to be presented to Paul Nannetti,
Group Sales and Portfolio Director and member of Group
Executive Committee. Paul saw much value in the winning
idea, a proposal to launch a series of experience centres
to showcase our solutions and capabilities to clients. The
winner is already working with our global innovation team to
develop his idea into a full proposition with a business case.
The challenge not only encouraged innovative ideas from a
grassroots level, allowing participation from all employees
regardless of grade, but enabled community members to
feel part of the community by contributing to building DCX.
•	 Learn about what we do: Employees were educated
about DCX’s core propositions and offerings through our
Digital quiz, with two questions posted every week. This
was a critical component in encouraging employees
to engage with DCX by reading our collateral and
understanding our offerings in more detail. A majority of
our community answered the quiz questions on a weekly
basis and there was much anticipation before the answers
were revealed.
•	 Meet the team: The final challenge was a weekly Q&A with
a member of the DCX team, where employees submitted
questions they wanted to ask members of the Leadership
team. Three were chosen, with the answers shared on
Yammer. Many participants commented on how the Q&A
allowed them not only to engage directly with senior
members of the business and learn more about DCX, but
also strengthened the community despite the wide variety
of business units, grade, base location and age.
Introducing Enterprise Gamification in our own organization
gave us an extremely powerful mechanism to build and
strengthen our digital community. DCX is no longer just seen
as a sales unit or a proposition. Members of the community
are passionate about it, and are engaging with our capabilities
and offerings. This is primarily due to a sense of ownership,
belonging and recognition, with the community now being
the first place most employees go for resources, advice and
subject matter expertise. The community, having grown
to thousands of members, is self-sustaining and highly
active, with multiple posts each day as employees share
assets, news, success stories and ask for advice. The DCX
community is one of the key drivers of the success of the
Global Service Line, demonstrating again that people are at
the heart of the success of any digital transformation.
Taking our own medicine
Growing a global community
Capgemini has also used Enterprise Gamification techniques
to engage our own global community and “walk the talk”.
When Capgemini introduced a new Digital Customer
Experience (DCX) Global Service Line, a start-up in a
corporate organization, we needed to engage and mobilize
our workforce: educating our employees on our core
proposition, portfolios and offerings, and building a self-
sustaining, active and engaged community. To facilitate
this, we launched the Capgemini DCX games — a range of
competitions and challenges on our corporate social media
platform, Yammer, which contributed to a weekly Leaderboard
that was published and shared with the entire organization.
Over the course of two months, Capgemini saw the global
community grow by 750% spanning Australasia, India, Europe
Asia and North America, with employees sharing success
stories, assets, expertise and knowledge. The success
and benefits recognized were instant and as a result, a self
sustaining community has been created and its growth
accelerated by 200%.
The challenges
•	 Tell us your story: Challenges were introduced
encouraging employees to share their best assets and
client stories. The winning asset, a best-in-class social
media dashboard, was chosen by Simon Short, DCX
Global Service Line lead, and Maggie Buggie, Head of
Digital Sales and Markets, and was showcased across
the business via social media and our intranet site. Our
expectations were greatly exceeded, with hundreds of
assets and references submitted, which have been shared
across the organization for use in client bids and marketing.
Over 90% of asset shares were on our Yammer page
rather than sent via email. Again, this demonstrates that
motivation primarily comes from peer recognition rather
than the desire to earn points, with employees’ assets
commented on, shared and debated by members of
the community. Competition was intense, with levels of
engagement and usage also powerful factors in deciding
which were most valuable to the wider business, and hence
who received the most acknowledgement.
•	 Share your innovation: We set a challenge for employees
to submit their ideas to address the question of how we
could better combine the strengths and capabilities of our
strategic Business Units to make DCX a market-leading
business transformation and delivery organization. A
huge number of creative and value-adding propositions
9
the way we see itEnterprise Gamification
Rewarding innovation
Another instance where Capgemini has used gamification
techniques to encourage innovation is in our Business
Process Outsourcing (BPO) division. BPO wanted to find a
mechanism to reward employees, not only for identifying
innovative ways to improve processes, but also measuring
their actual impact on client projects.
BPO introduced an innovation platform called iPortal to
encourage collaboration and knowledge sharing across
their geographically-dispersed community. The platform first
captures the innovative ideas, which are then reviewed for
their potential impact from a cost-benefit analysis perspective.
Once validated and used to improve a client’s progress,
iPortal also monitors the success of their implementation
against targets and budget.
Employees are rewarded for submitting ideas and for their
proven ability to deliver tangible business benefits, including
operational efficiency and measurable cost savings. Rewards
include peer, managers and senior team members recognition,
and ranking employees based on their contribution and the
success of their ideas.
An additional incentive is the introduction of iPoints that
are awarded to junior employees in relation to the efficacy
of the innovations, which can be exchanged for financial
rewards, such as vouchers. Through this collaboration on
iPortal, employees can vote on ideas, share best practise and
compete for rewards.
Over 535,000 iPoints were earned by BPO employees in
2014, translating into more than 3,500 improvements to client
projects. Through engaging employees at a grassroots level,
and encouraging collaboration within and between teams,
Capgemini has provided a platform for employees to both
innovate and share best practise, but also importantly to
deliver tangible business benefits to customers.
Conclusion
Like many emerging trends, confusion and hype surround
gamification. However, Enterprise Gamification is not about
rewarding points and badges onto an activity and expecting
it to become instantly more engaging. Nor is it about making
applications look like video games or rewarding employees
with prizes. It takes the enjoyable aspects of games and
applies them to real-life business processes, to influence and
drive positive human behavior in an organization, similar to
that achieved at EDF Energy and Capgemini.
Traditional games and gamification have entirely different
purposes. Gamification does not just add a wrapper around
existing processes. The concept of gamification lies in
its meaning or purpose – by making the game process
purposeful and enjoyable, an organization can achieve
maximum benefit from their employees. We have seen how
Enterprise Gamification techniques can work ‘with’ the
direction of travel from a technology-driven marketplace and,
by replacing traditional change methodologies, can grow self-
sustaining, collaborative and active communities of employees.
Enterprise Gamification is more than just a mechanism to
make the workplace more enjoyable and increase retention
– it drives tangible, hard business benefits and is a powerful
tool in engaging employees to achieve successful digital
transformation.
We have seen how Enterprise
Gamification techniques can work
‘with’ the direction of travel from
a technology-driven marketplace
and, by replacing traditional
change methodologies, can grow
self-sustaining, collaborative and
active communities of employees.
10
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becomes-more-tech-savvy-than-you/
27	 Rishi, A and Goyal, S (2013) ‘Getting Gamification Right’. Infosys Lab
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28	 Nielsen (2014) ‘Millenials: Breaking the myths’. http://www.nielsen.com/us/en/
insights/reports/2014/millennials-breaking-the-myths.html
29	 Salzman (2013) The Economist (2013) ‘Winning the Generation Game’. http://
www. economist.com/news/business/21586831-businesses-are-worrying-
about-how-manage-different-age-groups-widely-different
30	 Towers Watson (2013) http://www.towerswatson.com/en/press/2013/05/just-
over-half-of-employers-using-social-media-tools-for-internal-communication
31	 Ratnayake, M (2012) ‘Enterprise Gamification: engaging the millenials’. http://
www.virtusa.com/blog/2012/10/enterprise-gamification-engaging-the-
millennials/
32	 Solis, Brian (2014) ‘The 2014 State of Digital Transformation’. Altimeter Group
Network.
Bibliography
11
the way we see itEnterprise Gamification
About Capgemini
With almost 140,000 people in over 40 countries, Capgemini is one
of the world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business
and technology solutions that fit their needs and drive the results they
want. A deeply multicultural organization, Capgemini has developed
its own way of working, the Collaborative Business ExperienceTM
, and
draws on Rightshore®
, its worldwide delivery model.
Learn more about us at 	
www.capgemini.com/dcx
or contact us at	
digital.sales.global@capgemini.com
Author details:
Maggie Buggie
Vice President
Global Head of Digital
Sales and Markets
maggie.buggie@capgemini.com
Twitter: @maggiebuggie
Emma Pluck
Senior Consultant
Employee Transformation
emma.pluck@capgemini.com
Twitter: @elpluck
Emma James
Consultant
Digital Transformation and
Business Analytics
emma.c.james@capgemi.com
Twitter: @emmaC_James
For more details contact:
UK
Cliff Evans
clifford.evans@capgemini.com
US
Kim Smith
kim.smith@capgemini.com
Netherlands
Remko Reinders
remko.reinders@capgemini.com
Germany
Wolfgang Herbst
wolfgang.herbst@capgemini.com
France
Pierre Collas
pierre.collas@capgemini.com
The information contained in this document is proprietary. ©2015 Capgemini.
All rights reserved. Rightshore®
is a trademark belonging to Capgemini.
Thank you to the following contributors:
Jon Nelmes, Andrzej Marczewski, Laura Graham and Natasha Pergl
MCOS_GI_AH_20150115
the way we see itEnterprise Gamification

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Enterprise gamification: playing to win. Point of view

  • 1. Enterprise Gamification: Playing to win Empowering employees to drive digital transformation
  • 2. People make it happen Driving digital transformation is not just about implementing new technology or digital capability. Refreshing your social media strategy or introducing augmented reality to improve your customer experience is no longer enough. To see true and lasting business value, organizations need to change their mindsets, behaviors and culture to create a sustainable, digitally mature enterprise, which can adapt, on-demand at an appropriate cost to serve. We know that one of the characteristics of robust and meaningful organizations is the ability to learn and change. The advent of digital transformation, an influx of millennials to the workforce, and an increased appreciation of the role of digital in driving business performance, has refocused debate on the changing relationship between a firm and its people. We speak often of the business need to be customer-focused; the other side of that coin is a need to be people-focused. People still “make it happen” and realizing business value from digital investments is significantly dependent on how the workforce responds. The most successful transformation projects are people-shaped, based on a “deep-understanding of behavioral psychology, social motivations and digital cultures”1 . As the pressure on organizations from employees to become digital continues to grow, often as a result of richer digital experiences at home, the greatest antagonist to change is increasingly being recognized to be company culture2 . True return on investment of digital investments relies on collaboration among actively engaged employees, smarter decision-making, increased sharing of established practice and, over time, sustained behavioral change. When introducing new technologies and platforms, organizations often focus on deployment rather than adoption. Across industries, employers are shortening the time-to-business benefits and cutting the cost to change, in order to drive employee loyalty and advocacy in digital transformation. Such employers are realizing that innovative solutions such as Enterprise Gamification are becoming increasingly important to delivering true business transformation. Enterprise Gamification is not just a solution or a ‘game’. Social employee recognition systems amplify the reach of recognition events to improve intrinsic motivation for sustained workforce engagement. The engagement connection is critical because the link between employee engagement and business performance is well documented — such as improved operational efficiencies; higher employee engagement, productivity and quality of service; increased customer satisfaction and retention; and increased revenue and profitability4 . To see true and lasting business value, organizations need to change their mindsets, behaviors and culture to create a sustainable, digitally mature enterprise, which can adapt, on-demand at an appropriate cost to serve. 2
  • 3. Gamification can be used to engage with consumers and partners, and is increasingly being used by businesses as a mechanism to drive change within organizations. It can support any changes to a business’s operating model and is a powerful mechanism to drive meaningful digitally-enabled business transformation. Over recent years we have seen some successes in its application: • Khan Academy provides a gamified educational resource to inspire 10 million learners to master subjects such as math or science. • Quirky “gamifies” product development by engaging a community of 800,000 inventors to collaborate in developing innovative product ideas and getting them to market. • Salesforce uses Enterprise Gamification to motivate their sales teams. Manual processes have been replaced with a user-friendly sales application that displays a team leaderboard, a progress bar and featured challenges, encouraging them to achieve their short and long-term sales goals5 . As businesses start to recognize the value of using Enterprise Gamification, it will become impossible to ignore, but many are struggling to know how to deliver it. This paper shares ‘how’ to bring an Enterprise Gamification approach to your organization, building on ‘what’ is Enterprise Gamification, outlined in our earlier paper, ‘Let the games begin: Using game techniques to drive digital transformation’6 . When applied correctly, Enterprise Gamification has a significant role to play in engaging employees and driving behavioral change to achieve accelerated business outcomes. Common Gamification Techniques • Rewards – such as points, achievement badges and levels • Leaderboards • Likes & dislikes • Transparency and measurement Enterprise Gamification has a significant role to play in engaging employees and driving behavioral change to achieve accelerated business outcomes. 3 the way we see itEnterprise Gamification
  • 4. The market is changing quickly with new disruptive technologies meaning organizations have to become more agile. By 2017, 70% of successful digital business models will rely on deliberately unstable processes designed to change as customers’ needs shift10 . Gartner’s 2014 worldwide CIO Survey found, “more than half of the CIOs surveyed are concerned that their organizations are ill prepared for a pivot to a digital economy, mandating a new approach — which we call the digital workplace — to energizing the workforce11 . Organizations are struggling to become agile enough to rapidly respond to a fast-changing business environment and 50% of the companies that fail to bring about a necessary change do so because they are unable to convey the importance of this to employees12 . Organizations increasingly recognize that true digital transformation comes through engaging employees and involving them in the journey – simply focusing on IT and new digital technologies will not deliver the business benefits expected13 . Enterprise Gamification is rapidly being seen as the mechanism to change this — putting employees at the forefront of transformation by inspiring them to embrace desired behavioral changes. According to Gartner (2014), focus for gamification has clearly shifted from being primarily consumer-facing and marketing-driven, to becoming primarily an enterprise concern with a focus both internal and external to the organization. Internal to organizations, gamification is being used in recruiting, onboarding, training, wellness, collaboration, performance, innovation, change management and sustainability14 . Organizations are beginning to use gamification as a means to motivate employees and customers. Implementing gamification means matching player goals to target business outcomes, in order to engage people on an emotional level, rather than on a transactional level. Gamification can increase the effectiveness of an organization’s digital business strategy15 . Like any new approach, there is a difference of opinion as to what Enterprise Gamification means in reality. “You shouldn’t forget that gamification isn’t about building a full-fledged game”, said Kevin Werbach, Co-Author of ‘For the win: The pace of change is accelerating The pace of change in the digital landscape is increasing and the war for the most talented employees is in full force. Organizations find themselves at a very interesting and exciting time in the market where: • Businesses need to address key gaps, skills and inefficiencies: our MIT research has found that these gaps are the key contributor’s to the failure of digital transformation initiatives7 . • Employees often enjoy a rich digital experience at home and so expect this from their work environment as well. Connectivity, collaboration tools and access anywhere, anytime on multiple devices are key elements of a rich digital experience at the workplace. • Employees are increasingly operating as virtual teams, with increased mobile working, leading to poor team-dynamics, collaboration and knowledge-sharing. • The positive business outcome of engaged, productive employees is happy customers – according to a global poll, only 30% of the workforce is engaged8 . • Our MIT research shows that two thirds of digital transformation projects fail because of issues with workforce behavior issues, and organizations face the significant challenge of influencing behavior to alter this trend9 . You shouldn’t forget that gamification isn’t about building a full-fledged game. It’s just about using some elements of games, and because it operates at the level of elements, using gamification offers more flexibility than using a game.” Kevin Werbach Co-Author of ‘For the win: How Can Game Thinking Revolutionize Your Business’ 4
  • 5. Moreover, in a world where office-based work is declining rapidly, online has taken the place of the traditional office. Many businesses face the challenge of highly geographically dispersed workforces, with a significant proportion of remote and mobile workers. Forrester’s Forrsights workforce data shows that the number of employees working in a corporate office at least once a week fell from 100% in 2010 to 89% in 2012. At the same time, part-time employment as a share of total employment is at its highest rate in decades at 19.7%22 . A recent McKinsey Global Institute report notes that 58% of US employers expect to hire more temporary and part-time workers, including those in more highly-skilled positions23 . As a result, employees increasingly require flexibility in ways of working, and Enterprise Gamification provides an easy way to engage a disparate and global workforce. • Drive employee loyalty and create advocates: Productivity, engagement, quality and consistency of work are key for organizations to prosper. Gallup found that over 70% of Americans are actively disengaged in their work, costing the US economy $450 - $550bn annually. However, when both employees and customers are engaged, a 240% boost in business performance can be achieved24 . Enterprise Gamification is a powerful mechanism to put employees at the forefront of change by inspiring them to embrace organizational changes, such as digital transformation, and invest both time and energy in its success. How Can Game Thinking Revolutionize Your Business”. “It’s just about using some elements of games, and because it operates at the level of elements, using gamification offers more flexibility than using a game.”16 Enterprise Gamification leverages human psychology, often using technology platforms, to motivate the behaviors that organizations desire in employees. According to the Fogg Model17 , any behavior is driven by three components: motivation, trigger and ability. Enterprise Gamification simultaneously utilizes all the three factors to positively influence human behavior, resulting in a successful gamified system. There are tangible business benefits associated with utilizing Enterprise Gamification as a change management mechanism within your organization. The benefits include: • Accelerating business benefits: By engaging with and encouraging desired behaviors from employees, businesses can accelerate the speed of change management. A recent MIT study showed that agile organizations have faster revenue growth and generate 30% higher profits than non-agile organizations18 . As competition in the market increases with new digital technologies being introduced at a faster rate, organizations that can adapt quickly and stay ‘two steps ahead’ often outperform their competitors. Traditional HR processes do not reflect business change fast enough, but conversely, Enterprise Gamification is a powerful mechanism to encourage employee engagement and introduce new technologies quicky, so that organizations can respond to market changes. • Cutting the cost of change: Enterprise Gamification has proven to both directly and indirectly reduce costs when implemented in organizations. These hard business benefits are a key driver and motivator for businesses to use Enterprise Gamification internally. For example, when Enterprise Gamification was introduced, attrition rates of HCL Tech decreased by 60%, MakeMyTrip’s new employment engagement increased by 26%, and SAP’s employee training cost was reduced by 60%19 . SuMo, a recent app launched to draw data from a business’s expenses system and encourage employees to compete by completing challenges aimed at reducing costs, saved one organization $2.1m in travel and expenses costs20 . • Drive employee productivity and retention: Enterprise Gamification can promote a positive company culture, rewarding employees for cross-departmental collaboration or company-wide volunteer programs. It provides a powerful mechanism for employees at all levels of an organization to be heard, collaborate and share ideas, knowledge and best practices. By creating a positive company culture, employees are rewarded for sharing and improving their ideas, in a market where the war for talent is becoming increasingly competitive21 . User engagement is at the heart of today’s “always connected” culture. Incorporating game mechanics encourages desirable behaviors, which can, with the help of carefully planned scenarios and product strategies, increase user participation, improve product and brand loyalty, advance learning and understanding of a complex process, accelerate change adoption, and build lasting and valuable relationships with target audiences25 . 5 the way we see itEnterprise Gamification
  • 6. Figure 1 (to the right) shows the benefits seen by the UK’s largest electricity supplier and producer of low-carbon energy, EDF Energy. They used Enterprise Gamification to quickly mobilize employee engagement, share insight and knowledge, and drive collaboration. Ideas and contributions were crowd-sourced by employees, aimed at saving money and improving the organization’s performance. The results broke all success criteria, with 117 new concepts introduced, compared to 23 from a previous initiative. With multiple user communities in geographically diverse locations, EDF Energy recognized that improving collaboration and knowledge sharing amongst their Enterprise IT community was vital. By introducing leaderboards, an atmosphere of positive competition was created. Likes/dislikes energized people in ways they recognized from social media, and published comments drove debate forward and, importantly, developed new ideas. Employee engagement exceeded all EDF Energy’s expectations with 92% of the community actively involved in the challenge. As expected, the best behaviors were driven by intrinsic factors, such as using a points system to recognize and reward people, rather than extrinsic factors, such as a free hand held device. Key to employee engagement was allowing users of all grades to be recognized by their peers, supplemented by Senior Executive support. Engagement was driven particularly by the leaderboard challenges and points system, which provided a sense of fun and competition— inventors and teams competed to create the best idea against a range of different categories, while also gaining recognition for helping develop the ideas of others. The mobile apps that the community started to create were of relevance and value to the organization, primarily due to collaboration, commenting and knowledge sharing from across the business. The top five ideas will be presented by the idea originators to a senior panel consisting of the CIO and further IT and Business Functional Directors. While creating a sense of achievement, this presented an opportunity to leapfrog hierarchical barriers for a successful few. This ensures that business ideas that can make a difference are quickly exposed to decision makers for potential deployment. The proposed apps provide genuine value to EDF Energy, with a range of innovative ideas to increase revenue or drive cost savings, such as ways to save money through green travel, and an app to drive lean behavior and process excellence understanding and adoption. Previous innovation drives within the business lacked the momentum to develop the ideas further. By adding elements of fun, challenge and competition, the number and quality of ideas increased dramatically. This case study shows that Enterprise Gamification techniques work well and work rapidly. Within a community with a diverse demographic spread and a significant potential resistance to change, these techniques genuinely delivered — cutting across internal boundaries, disparate locations, and formal grades to unlock more business focused innovation ideas than traditional means. This experience with EDF Energy proves that digital tools and techniques such as Enterprise Gamification can accelerate and sustain the behavorial change required to make transformation stick in an organization. Delivery transparency and energizing EDF Energy 6
  • 7. 90%Take-up with Capgemini gamification technologies 117 New mobile app concepts ...across all aspects of the EDF Energy business... championed by their inventors and narrowed down to 5 for presentation to the CIO Drive innovation and employee engagement across a geographically dispersed workforce 23 New ideas from a previous innovation session Speaking the language Enterprise Gamification techniques are about ‘speaking the language’ of the modern digital business landscape and the people who work within it. The business workforce demographic has shifted from ‘baby boomers’ to ‘Generation Y’ and ‘millenials’, for whom technology remains an integral part of their lives – millenials will make up 50% of the US workforce by 202026 . However, all generations are increasingly adopting a millennial mindset and are expecting ubiquitous connectivity, seamless interaction across all channels, and instant feedback and collaboration. According to Forrester, baby boomers dominate the market in terms of tech spend, representing 24% of the US population but consuming 40% (in total dollars) of technology spend. Moreover, ten years ago, only 25% of boomers were regular web users, but 70% now go online daily27 . The way employees of all generations engage with each other has been influenced by technology, and they increasingly want this element of the digital world to influence their engagement at work as well. Social collaboration at work demands a ‘paradigm shift’ and Enterprise Gamification provides this28 . Employees who can interact seamlessly outside the workplace respond with alacrity to an environment that brings agility inside the workplace. Social tools, such as social networking, instant messaging, video-on-demand, blogs and wikis, enable them to instantly connect, engage, and collaborate with cohorts and managers in ways that are natural to them, leading to better productivity across the enterprise. As a result, Enterprise Gamification provides a platform for colleagues to collaborate, receive instant feedback, and build a sense of community, even when working in disparate locations. The growth in mobile is bringing an era of ubiquitous connectivity, with more than 1.6 million mobile devices expected to be purchased globally by 201629 . This provides an exciting opportunity for employees across wide-spread locations and time-zones to share ideas and collaborate. Figure 1: Benefits seen by the UK’s largest electricity supplier and producer of low-carbon energy, EDF Energy, who used Enterprise Gamification to mobilize employee engagement, share insight and knowledge, and drive collaboration 7 the way we see itEnterprise Gamification
  • 8. A further significant challenge facing many workforces is how to encourage collaboration between different generations, with ‘baby boomers’ often feeling threatened by younger employees with digital skill sets, and Gen Y feeling “stuck in the middle of older workers who refuse to retire and younger ones who are treated far better than they ever were”29 . An associated challenge is presented by aging workforces, who hold a wealth of legacy insight on the organization30 . Capturing this knowledge for the use of future generations of workers is of paramount importance to sustained competitive advantage. Enterprise Gamification can provide a consistent platform for communication across all generations, as demonstrated by EDF Energy’s example. On social platforms, feedback from peers informs nearly every aspect of employees’ personal lives, and 70% are more excited about a decision they have made when it included instant reactions from other users. Over 50% of employees use social media tools to communicate and build community with employees31 , and this form of engagement is a way of life for most staff. Enterprise Gamification can provide instant feedback, something employees increasingly expect. Millennials are typically achievement-driven and Enterprise Gamification is a powerful tool to engage employees through touching the “deep human desires including achievement, acceptance, visibility, fairness and meritocracy”32 . It allows collaboration across traditional divides such as geography, grade or business unit, driving grassroots employee engagement and giving even junior members of staff a voice. This is recognized by multinational organizations across sectors: Nestle’s Global Head of Digital & Social, Pete Blackshaw, claims that, “The potential of digital is its ability to bridge functions, soften silos, and make informal connections that you typically don’t have through reporting lines”. The Capgemini DCX games engaged employees across Capgemini’s disparate business units and regions to drive employee innovation and collaboration, in an Enterprise Gamification initiative unlike other previous internal efforts. The number and quality of submissions to the DCX Innovation Challenge were testament to how Enterprise Gamification can drive and sustain real behavioral change within an organization, to ultimately drive sales and extend the market- leading position of DCX” Paul Nannetti Group Sales and Portfolio Director, Member of Group Executive Committee, Capgemini 8
  • 9. were submitted from participants based in Europe, North America and India. The winning three ideas were selected and given the opportunity to be presented to Paul Nannetti, Group Sales and Portfolio Director and member of Group Executive Committee. Paul saw much value in the winning idea, a proposal to launch a series of experience centres to showcase our solutions and capabilities to clients. The winner is already working with our global innovation team to develop his idea into a full proposition with a business case. The challenge not only encouraged innovative ideas from a grassroots level, allowing participation from all employees regardless of grade, but enabled community members to feel part of the community by contributing to building DCX. • Learn about what we do: Employees were educated about DCX’s core propositions and offerings through our Digital quiz, with two questions posted every week. This was a critical component in encouraging employees to engage with DCX by reading our collateral and understanding our offerings in more detail. A majority of our community answered the quiz questions on a weekly basis and there was much anticipation before the answers were revealed. • Meet the team: The final challenge was a weekly Q&A with a member of the DCX team, where employees submitted questions they wanted to ask members of the Leadership team. Three were chosen, with the answers shared on Yammer. Many participants commented on how the Q&A allowed them not only to engage directly with senior members of the business and learn more about DCX, but also strengthened the community despite the wide variety of business units, grade, base location and age. Introducing Enterprise Gamification in our own organization gave us an extremely powerful mechanism to build and strengthen our digital community. DCX is no longer just seen as a sales unit or a proposition. Members of the community are passionate about it, and are engaging with our capabilities and offerings. This is primarily due to a sense of ownership, belonging and recognition, with the community now being the first place most employees go for resources, advice and subject matter expertise. The community, having grown to thousands of members, is self-sustaining and highly active, with multiple posts each day as employees share assets, news, success stories and ask for advice. The DCX community is one of the key drivers of the success of the Global Service Line, demonstrating again that people are at the heart of the success of any digital transformation. Taking our own medicine Growing a global community Capgemini has also used Enterprise Gamification techniques to engage our own global community and “walk the talk”. When Capgemini introduced a new Digital Customer Experience (DCX) Global Service Line, a start-up in a corporate organization, we needed to engage and mobilize our workforce: educating our employees on our core proposition, portfolios and offerings, and building a self- sustaining, active and engaged community. To facilitate this, we launched the Capgemini DCX games — a range of competitions and challenges on our corporate social media platform, Yammer, which contributed to a weekly Leaderboard that was published and shared with the entire organization. Over the course of two months, Capgemini saw the global community grow by 750% spanning Australasia, India, Europe Asia and North America, with employees sharing success stories, assets, expertise and knowledge. The success and benefits recognized were instant and as a result, a self sustaining community has been created and its growth accelerated by 200%. The challenges • Tell us your story: Challenges were introduced encouraging employees to share their best assets and client stories. The winning asset, a best-in-class social media dashboard, was chosen by Simon Short, DCX Global Service Line lead, and Maggie Buggie, Head of Digital Sales and Markets, and was showcased across the business via social media and our intranet site. Our expectations were greatly exceeded, with hundreds of assets and references submitted, which have been shared across the organization for use in client bids and marketing. Over 90% of asset shares were on our Yammer page rather than sent via email. Again, this demonstrates that motivation primarily comes from peer recognition rather than the desire to earn points, with employees’ assets commented on, shared and debated by members of the community. Competition was intense, with levels of engagement and usage also powerful factors in deciding which were most valuable to the wider business, and hence who received the most acknowledgement. • Share your innovation: We set a challenge for employees to submit their ideas to address the question of how we could better combine the strengths and capabilities of our strategic Business Units to make DCX a market-leading business transformation and delivery organization. A huge number of creative and value-adding propositions 9 the way we see itEnterprise Gamification
  • 10. Rewarding innovation Another instance where Capgemini has used gamification techniques to encourage innovation is in our Business Process Outsourcing (BPO) division. BPO wanted to find a mechanism to reward employees, not only for identifying innovative ways to improve processes, but also measuring their actual impact on client projects. BPO introduced an innovation platform called iPortal to encourage collaboration and knowledge sharing across their geographically-dispersed community. The platform first captures the innovative ideas, which are then reviewed for their potential impact from a cost-benefit analysis perspective. Once validated and used to improve a client’s progress, iPortal also monitors the success of their implementation against targets and budget. Employees are rewarded for submitting ideas and for their proven ability to deliver tangible business benefits, including operational efficiency and measurable cost savings. Rewards include peer, managers and senior team members recognition, and ranking employees based on their contribution and the success of their ideas. An additional incentive is the introduction of iPoints that are awarded to junior employees in relation to the efficacy of the innovations, which can be exchanged for financial rewards, such as vouchers. Through this collaboration on iPortal, employees can vote on ideas, share best practise and compete for rewards. Over 535,000 iPoints were earned by BPO employees in 2014, translating into more than 3,500 improvements to client projects. Through engaging employees at a grassroots level, and encouraging collaboration within and between teams, Capgemini has provided a platform for employees to both innovate and share best practise, but also importantly to deliver tangible business benefits to customers. Conclusion Like many emerging trends, confusion and hype surround gamification. However, Enterprise Gamification is not about rewarding points and badges onto an activity and expecting it to become instantly more engaging. Nor is it about making applications look like video games or rewarding employees with prizes. It takes the enjoyable aspects of games and applies them to real-life business processes, to influence and drive positive human behavior in an organization, similar to that achieved at EDF Energy and Capgemini. Traditional games and gamification have entirely different purposes. Gamification does not just add a wrapper around existing processes. The concept of gamification lies in its meaning or purpose – by making the game process purposeful and enjoyable, an organization can achieve maximum benefit from their employees. We have seen how Enterprise Gamification techniques can work ‘with’ the direction of travel from a technology-driven marketplace and, by replacing traditional change methodologies, can grow self- sustaining, collaborative and active communities of employees. Enterprise Gamification is more than just a mechanism to make the workplace more enjoyable and increase retention – it drives tangible, hard business benefits and is a powerful tool in engaging employees to achieve successful digital transformation. We have seen how Enterprise Gamification techniques can work ‘with’ the direction of travel from a technology-driven marketplace and, by replacing traditional change methodologies, can grow self-sustaining, collaborative and active communities of employees. 10
  • 11. 1 Kiely, K (2014) ‘Resistance to change and people powered transformation’. www.linkedin.com/today/post/article/20140918092841-1913852-resistance- to-change-people-powered-transformation 2 Solis, Brian (2014) ‘The 2014 State of Digital Transformation’. Altimeter Group Network. 3 Zichermann, G and Linder, J (2013). ‘The Gamification Revolution’. 4 Gartner Hype Cycle for Digital Workplace 2014 Cain, Matthew W. et al July 2014 5 ‘Gamification and Sales: Is it working?’. 2013 http://blogs.salesforce.com/ company/2013/08/gamification-and-sales.html 6 Buggie, M et al (2013) ‘Let the Games Begin: Using Game Mechanics to drive Digital Transformation’ 7 Fitzgerald, M et al (2013) ‘Embracing Digital Technology: A New Strategic Imperative’. MIT Sloane Management Review 8 Gallup (2012) ‘State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide’. http://www.gallup.com/ strategicconsulting/164735/state-global-workplace.aspx 9 Fitzgerald, M et al (2013) ‘Embracing Digital Technology: A New Strategic Imperative’. MIT Sloane Management Review 10 Gartner, Top 10 Strategic Predictions for 2015 and Beyond: Digital Business Is Driving ‘Big Change, Plummer, D et al, October 2014 11 Gartner, CIO survey uncovers the need to focus on digital workplaces and engaged workforces, July 2014 12 Kotter International ‘The Eight-Step Process for Leading Change’, http:// www.kotterinternational. com/our-principles/changesteps/step-1 13 Bonnet, Didier (2014) ‘Convincing employees to use new digital technology’. http://blogs.hbr.org/2014/09/convincing-employees-to-use-new-technology/ 14 Gartner Hype Cycle for Digital Workplace 2014 Cain, Matthew W. et al July 2014 15 Gartner Hype Cycle for Digital Workplace 2014 Cain, Matthew W. et al July 2014 16 Werbach, K & Hunter, D (2012) ‘For the win: How Game Thinking Can Revolutionize Your Business’ Wharton Digital Press 17 Fogg, B,J (2009) Lithosphere, Science of Social Blog – “Gamification 101: The Psychology of Motivation” 18 Fitzgerald, M et al (2013) ‘Embracing Digital Technology: A New Strategic Imperative’. MIT Sloane Management Review 19 CIO (2014) ‘Gamification takes employee engagement to the next level’. http://www.cio.in/article/gamification-takes-employee-engagement-next-level 20 Aberdeen Group (2013) ‘Insight Analysis’ http://www.aberdeen.com/ login/?doc=/launch/report/perspective/8373-AI-talent-acquisition- gamification.asp 21 Forrester Research, Inc (2013) ‘The Workforce Experience Ecosystem: Engagement, Productivity, And Customer Impact’ 22 McKinsey (2012) ‘The State of Human Capital’ 23 Gallup (2012) ‘State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide’. http://www.gallup.com/ strategicconsulting/164735/state-global-workplace.aspx 24 Namely.com (2013) ‘Reinventing the Performance Review’ 25 Gartner Hype Cycle for Digital Workplace 2014 Cain, Matthew W. et al July 2014 26 Forrester (2013) ‘Annual Benchmark Study’. Source: Forbes (2013) www.forbes.com/sites/jonstein/2013/01/29/2013-the-year-your-grandpa- becomes-more-tech-savvy-than-you/ 27 Rishi, A and Goyal, S (2013) ‘Getting Gamification Right’. Infosys Lab Briefings 28 Nielsen (2014) ‘Millenials: Breaking the myths’. http://www.nielsen.com/us/en/ insights/reports/2014/millennials-breaking-the-myths.html 29 Salzman (2013) The Economist (2013) ‘Winning the Generation Game’. http:// www. economist.com/news/business/21586831-businesses-are-worrying- about-how-manage-different-age-groups-widely-different 30 Towers Watson (2013) http://www.towerswatson.com/en/press/2013/05/just- over-half-of-employers-using-social-media-tools-for-internal-communication 31 Ratnayake, M (2012) ‘Enterprise Gamification: engaging the millenials’. http:// www.virtusa.com/blog/2012/10/enterprise-gamification-engaging-the- millennials/ 32 Solis, Brian (2014) ‘The 2014 State of Digital Transformation’. Altimeter Group Network. Bibliography 11 the way we see itEnterprise Gamification
  • 12. About Capgemini With almost 140,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM , and draws on Rightshore® , its worldwide delivery model. Learn more about us at www.capgemini.com/dcx or contact us at digital.sales.global@capgemini.com Author details: Maggie Buggie Vice President Global Head of Digital Sales and Markets maggie.buggie@capgemini.com Twitter: @maggiebuggie Emma Pluck Senior Consultant Employee Transformation emma.pluck@capgemini.com Twitter: @elpluck Emma James Consultant Digital Transformation and Business Analytics emma.c.james@capgemi.com Twitter: @emmaC_James For more details contact: UK Cliff Evans clifford.evans@capgemini.com US Kim Smith kim.smith@capgemini.com Netherlands Remko Reinders remko.reinders@capgemini.com Germany Wolfgang Herbst wolfgang.herbst@capgemini.com France Pierre Collas pierre.collas@capgemini.com The information contained in this document is proprietary. ©2015 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. Thank you to the following contributors: Jon Nelmes, Andrzej Marczewski, Laura Graham and Natasha Pergl MCOS_GI_AH_20150115 the way we see itEnterprise Gamification