Why Gamification Matters Now
Over-hyped or duly justified, enterprise gamification - the application of game design techniques to a business setting in order to make tasks more fun and engaging - is garnering attention from business leaders, world over.
Enterprise gamification is expected to exponentially increase over the next couple of years. Research indicates that by 2015, more than 40% of global 2000 organisations will have at least one application where gamification will be used.
We believe that enterprise gamification, when designed and implemented effectively, can help accelerate digital transformation by driving employee engagement and supporting change.
Are Manufacturing Companies Ready to Go Digital?Capgemini
Manufacturing companies have traditionally been slow to react to the advent of digital technologies and their related impact across the manufacturing value chain and operating model. While there are a few manufacturing companies that have made rapid advances in deriving significant benefits from digital, their number is still small.
For instance, in a recent industry survey, only 25% of the interviewed executives believed that the manufacturing sector would be highly impacted by digital transformation over the next five years. Our study found that digital innovation is critical when it comes to addressing manufacturers’ key business drivers and creating value.
Organizations across sectors are realizing the transformative power of digital. However, while there is increased appreciation of digital’s role, many organizations are struggling to take their transformation initiatives to the next level. They are caught struggling for pace, and risk falling in the chasm between initiation and termination of transformation initiatives.
In this fourth Digital Transformation Review, we aim to help business leaders understand how to accelerate their efforts at transforming digitally.
The first objective of this report is to
pinpoint exactly what we mean by ‘digital
transformation’ and understand the reasons
why it is often misunderstood.
With a clear definition in mind, we move
forward to reveal the ways in which
digital transformation is changing modern
businesses. These changes run the full
spectrum from the conceptual to the
practical, in line with the broad range of
changes we are seeing.
Key findings:
Only 53% of businesses
have a formalized digital
transformation plan.
72% of employees are not
satisfied with the digital
training they receive.
44% of survey respondents
cited data analysis as the
most important skill to
invest in.
64% of respondents say
their role has changed
considerably in the last
5 years.
Only 35% say there is a
plan in place to help them
develop the skills they
need.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Are Manufacturing Companies Ready to Go Digital?Capgemini
Manufacturing companies have traditionally been slow to react to the advent of digital technologies and their related impact across the manufacturing value chain and operating model. While there are a few manufacturing companies that have made rapid advances in deriving significant benefits from digital, their number is still small.
For instance, in a recent industry survey, only 25% of the interviewed executives believed that the manufacturing sector would be highly impacted by digital transformation over the next five years. Our study found that digital innovation is critical when it comes to addressing manufacturers’ key business drivers and creating value.
Organizations across sectors are realizing the transformative power of digital. However, while there is increased appreciation of digital’s role, many organizations are struggling to take their transformation initiatives to the next level. They are caught struggling for pace, and risk falling in the chasm between initiation and termination of transformation initiatives.
In this fourth Digital Transformation Review, we aim to help business leaders understand how to accelerate their efforts at transforming digitally.
The first objective of this report is to
pinpoint exactly what we mean by ‘digital
transformation’ and understand the reasons
why it is often misunderstood.
With a clear definition in mind, we move
forward to reveal the ways in which
digital transformation is changing modern
businesses. These changes run the full
spectrum from the conceptual to the
practical, in line with the broad range of
changes we are seeing.
Key findings:
Only 53% of businesses
have a formalized digital
transformation plan.
72% of employees are not
satisfied with the digital
training they receive.
44% of survey respondents
cited data analysis as the
most important skill to
invest in.
64% of respondents say
their role has changed
considerably in the last
5 years.
Only 35% say there is a
plan in place to help them
develop the skills they
need.
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
Digital technologies allow organizations to reinvent themselves – transforming the core of the business and finding and exploiting new sources of value. However, many organizations are struggling to reinvent themselves because they run up against a significant barrier – culture. Our research shows that culture is the number 1 barrier to digital transformation.
This edition of the Digital Transformation Review focuses on this critical, but neglected, topic:
How are large and traditional organizations tackling the thorny issue of digital culture?
What do digital-native firms do differently when it comes to digital culture?
What advice do leading academics have for organizations attempting to get digital culture change right?
We share the insights of key leaders and experts on this topic, representing the views of traditional companies, academia, and the Silicon Valley. We also outline Capgeminis’ point of view on how organizations can close the growing employee-leadership gap in digital culture, drawing on an extensive global survey.
DIGITAL TRANSFORMATION & DISRUPTION 2016 - Understanding digital landscape &...Lassi Nummi
Brief overlook on digitalization and digital marketing trough statistics and forecasted trends in 2016 and 2017, focusing on EU area. Data gathered on various sources. Sources mentioned on presentation.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
The Open Data Economy Unlocking Economic Value by Opening Government and Publ...Capgemini
Few governments are leveraging open data for economic benefits
Governments and public authorities across the world are launching Open Data initiatives. Public administration officials are now beginning to realize the value that opening up data can have. For instance, the direct impact of Open Data on the EU27 economy was estimated at €32 Billion in 2010, with an estimated annual growth rate of 7%.
However, very few governments are taking the right measures in realizing the economic benefits of Open Data. This report examines the reasons behind this tendency, drawing on an analysis of 23 select countries across the world.
Techno vision 2014 and HP Technologies: Driving Digital ChangeCapgemini
What does digital transformation actually mean and how does that apply to your organization?
Our Technovision series answers this question and shows you how to achieve it: http://www.capgemini.com/blog/cto-blog
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The Innovation Game: Why & How Businesses are Investing in Innovation CentersCapgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
Major global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US and Europe have the largest share with 29% of total innovation centers closely respectively, followed by Asia at 25%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
It is extremely challenging to make a success of innovation centers. Success factors include clarity on the role of the innovation center, governance for innovation implementation, and a strong connection with the rest of the business.
The Digital Talent Gap - Developing Skills for Today’s Digital OrganizationsCapgemini
The War for Talent Has Gone Digital.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled.
Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet.
Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
Read to find out how your organization can bridge the digital skills gap.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Digital Transformation Drives 2021 IT Investmentsrun_frictionless
Digital transformation efforts continue to dominate the technology landscape as more IT leaders recognize the need to update hardware and software infrastructure to accelerate strategic products and services for the business. SoftwareTrends conducted a survey of some 1,020 IT executives, directors, and managers between August and November 2020 to better understand the current state of digital transformation efforts across companies of all sizes—and forecast the technology investment plans for 2021.
https://runfrictionless.com/b2b-white-paper-service/
Digital technologies allow organizations to reinvent themselves – transforming the core of the business and finding and exploiting new sources of value. However, many organizations are struggling to reinvent themselves because they run up against a significant barrier – culture. Our research shows that culture is the number 1 barrier to digital transformation.
This edition of the Digital Transformation Review focuses on this critical, but neglected, topic:
How are large and traditional organizations tackling the thorny issue of digital culture?
What do digital-native firms do differently when it comes to digital culture?
What advice do leading academics have for organizations attempting to get digital culture change right?
We share the insights of key leaders and experts on this topic, representing the views of traditional companies, academia, and the Silicon Valley. We also outline Capgeminis’ point of view on how organizations can close the growing employee-leadership gap in digital culture, drawing on an extensive global survey.
DIGITAL TRANSFORMATION & DISRUPTION 2016 - Understanding digital landscape &...Lassi Nummi
Brief overlook on digitalization and digital marketing trough statistics and forecasted trends in 2016 and 2017, focusing on EU area. Data gathered on various sources. Sources mentioned on presentation.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
The Open Data Economy Unlocking Economic Value by Opening Government and Publ...Capgemini
Few governments are leveraging open data for economic benefits
Governments and public authorities across the world are launching Open Data initiatives. Public administration officials are now beginning to realize the value that opening up data can have. For instance, the direct impact of Open Data on the EU27 economy was estimated at €32 Billion in 2010, with an estimated annual growth rate of 7%.
However, very few governments are taking the right measures in realizing the economic benefits of Open Data. This report examines the reasons behind this tendency, drawing on an analysis of 23 select countries across the world.
Techno vision 2014 and HP Technologies: Driving Digital ChangeCapgemini
What does digital transformation actually mean and how does that apply to your organization?
Our Technovision series answers this question and shows you how to achieve it: http://www.capgemini.com/blog/cto-blog
Using HP Operations Orchestration to Industrialize Service DeliveryCapgemini
Capgemini accelerated its transformational journey toward automation by leveraging HP’s Operations Orchestration suite to drive predictable quality at competitive costs.
In this presentation, Capgemini will share a global management service provider’s (MSP’s) requirements – spanning various policies, processes, monitoring and management tools – for delivering services over a diverse set of technologies.
Presented at HP Discover Barcelona 2014 by:
Nimish Shelat - Product Marketing Manager, HP
Bhaskar Pal - Head-Software, tools & Automation, Capgemini
Milind Dikshit - Leader, Global Data Services, Capgemini
Игорь Седачёв, руководитель проектов CMG, проводит мастер-класс на тему геймификации как инструмента решения маркетинговых задач.
Лекция для студентов Высшей Школы Экономики.
Геймификация: как вовлечь в игру ваших клиентовНетология
Геймификация — это использование игровых методик для более эффективного достижения бизнес-целей. Как же вовлечь в игру ваших клиентов?
Разберитесь в возможностях использования геймификации для решения маркетинговых задач. Узнайте, как повысить эффективность существующих программ мотивации сотрудников и клиентов. Выясните, что спрашивать с подрядчиков, которые предлагают вам геймификацию вашего бизнеса.
Using game mechanics to drive your digital transformationBen Gilchriest
Enterprise gamification - the application of game design techniques to a business setting in order to make tasks more fun and engaging - is garnering attention from business leaders the world over.
This paper from Capgemini Consulting defines the key elements of gamification and game design, the benefits it can drive and the common pitfalls to watch.
Gamifying Business to Drive Employee Engagement and PerformanceCognizant
By adding game mechanics holistically to training and other business-critical processes, organizations can improve employee engagement, boost productivity and lift operational performance.
Reinventing Customer, Employee Engagement Through GamificationCognizant
Abundant gamification examples from non-insurance companies offer insights into how insurers can employ gamification techniques to motivate their workforce, build customer loyalty, enhance product development and much more.
Using Gamification to Build a Passionate and Quality-Driven Software Developm...Cognizant
Gamification techniques are increasingly playing a huge role in software development - to motivate team members, reduce the cost of quality, reward high achievers and more. We suggest you begin software gamifying with project management, innovation, the software-development training process and delivery.
Gamification is able to support all the recruitment phases, encourages and improves the general involvement of employees and simplifies the training-on-the-job. Gamification is a
a strategic tool to stimulate creativity, involvement, and motivation of employees and to get in touch with “Millenials", an increasingly important target for HR management.
An Introduction to Funifier’s FUNIFICATION ENGINE.
The overall goal of gamification is to more deeply engage with consumers, employees, partners and other audiences so as to inspire them to participate, collaborate, share and interact in some activity or community. A compelling, dynamic, and sustained gamification experience can be used to accomplish a variety of mission-critical business goals. This is FUNIFICATION.
On the Road to Digital: Practical EncountersCognizant
Even with digital initiatives entering the mainstream, many business and IT leaders are still encountering headwinds. Here are the five most common challenges organizations face and potential workarounds that can help captains of industry more quickly and effectively digitally enhance their businesses.
Gamification has quickly attracted a large and loyal following because of its proven ability to improve engagement. Despite this, it is frequently misunderstood. This whitepaper explains how game mechanics consistently help reduce attrition whilst driving productivity and employee engagement.
Gamification has quickly attracted a large and loyal following because of its proven ability to improve engagement. Despite this, it is frequently misunderstood. This whitepaper explains how game mechanics consistently help reduce attrition whilst driving productivity and employee engagement.
An increasing number of companies are adapting the principles of gamification to take their recruitment processes to the next level and increase the likelihood of finding candidates with the right skills and attitudes.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
Similar to Let the Games Begin Using Game Mechanics to Drive Digital Transformation (20)
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Business Valuation Principles for EntrepreneursBen Wann
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Introduction and Key Concepts of Sustainability
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Let the Games Begin Using Game Mechanics to Drive Digital Transformation
1. Let the Games Begin
Using Game Mechanics to Drive
Digital Transformation
2. Why Gamification Matters Now?
A US insurance giant was
struggling with inefficient
claims processing leading to
long turnaround times for its
customers. It wanted to streamline
its complex processes and used a
gamified social innovation tool to
draw ideas from its employees.
The initiative saw self-driven
participation without any attached
reward component. The chance
to collaborate on simplifying
their workflow was the primary
driving factor for the participants.
The activity resulted in a new,
simplified process, which saved
the company $18 million a
year and increased worker
satisfaction.1
Over-hyped or duly justified,
enterprise gamification — the
application of game design
techniques to a business setting in
order to make tasks more fun and
engaging — is garnering attention
from business leaders, world over.
Enterprise gamification is expected
to exponentially increase over the
next couple of years. Research
indicates that by 2015, more than
40% of global 2000 organizations
will have at least one application
where gamification will be used.2
Gamification is an
Enabler for Digital
Transformation
While organizations have ramped
up their investments in digital
tools and technologies, two-thirds
of digital transformation projects
fail mainly due to workforce
behavioral issues.3 Our latest
research with the MIT Center for
Digital Business indicates that
55% of companies surveyed cited
company culture, particularly
employee resistance to job
changes, to be a major hurdle to
digital transformation (see Figure
1).4 We believe that enterprise
gamification, when designed and
implemented effectively, can help
accelerate digital transformation
by driving employee engagement
and supporting change
management.
55% of companies
surveyed cited company
culture, particularly
employee resistance
to job changes, to be a
major hurdle to digital
transformation.
In this paper, we explore the
building blocks of successful
gamification and provide an
outline for how organizations
should approach gamification
as part of their digital
transformation.a
Figure 1: Execution Challenges in Digital Transformation
Ineffective IT
Culture Issues
Missing Skills
50%
55%
77%
Note: Percentage of firms encountering gaps in skills, IT or culture as mentioned by their
executives. Some firms are encountering more than one gap.
Source: “Digital Transformation: A Roadmap for Billion Dollar Organizations”, Capgemini
Consulting and MIT Center for Digital Business, 2011
Scope of this paper is limited to addressing the application of gamification for employee engagement; customer engagement is not
covered in this paper.
a
2
3. Gamification Helps Overcome Key Digital
Transformation Hurdles
By 2015, 40% of global
1000 organizations will
use gamification as the
primary mechanism
to transform business
operations.
Enterprise gamification drives
positive outcomes in five
key business areas: change
management, employee
engagement, employee training
and learning, innovation and
process efficiency (see Figure 2).
Gamification
Accelerates Change
Management
Gamification mimics elements
of real-world business situations
and makes it more engaging by
giving real-time feedback and
awards which help employees
nimbly adapt to new processes,
systems and business models.
Higher employee engagement
in game-like settings leads to
lower resistance to change which
helps in accelerating digital
transformation.
For instance, after installing a
new event logging system for its
salespeople, a mid-sized firm saw
very poor adoption rates from its
employees since the team was
comfortable with the old system.
In order to increase adoption, the
company ran a week-long sales
competition where every event
logged would get a point and the
employee with the highest points
would get a $100 gift certificate to
a local restaurant. During the week
of the contest, the number of
events logged shot up over 750%
and four weeks after the contest
was over, the number of events
logged per week held steady at
around 6x of earlier values due
to effective behavioural change
of the salespeople – a significant
increase from the pre-contest
results.5
Gamifying Processes
Helps Drive Employee
Engagement and
Compliance
Engaged employees often show
higher productivity and are
likely to be more loyal to the
organization. Research reveals
that engaged employees put forth
57% more effort and are 87%
less likely to leave their company
than employees who consider
themselves disengaged.6 Clear
rules of engagement, short-term
achievable goals, accelerated
feedback cycles and recognition of
accomplishments in gamification
helps drive employee engagement
and motivation. This leads
to successful transformation
programs and quantifiable
business benefits.
LiveOps Inc., which runs virtual
call centers, offers a good example
of using gamification to drive
engagement and compliance.
The company gamified its
processes by converting them
into a competition, in order to
help improve the performance
of its 20,000 call agents. It began
awarding agents with virtual
badges and points for tasks such
as keeping calls brief and closing
sales. Leaderboards allowed
the agents to compare their
achievements with their peers.
Such gamified processes reduced
call times by 15% and improved
sales by 12%.7
Gamified processes
at LiveOps Inc.’s call
centers reduced call
times by 15% and
improved sales by 12%.
Figure 2: Business Impact of Enterprise Gamification
Change
Management
Process
Efficiency
Employee
Engagement
Enterprise
Gamification
Innovation
Employee
Training and
Learning
Source: Capgemini Consulting Analysis
3
4. Gamification Speeds up
Employee Training and
Learning
Lack of requisite skills can be a
significant impediment to digital
transformation.8 Many firms have
launched digital training programs
to bridge this gap; for instance,
Intel launched “iQ”, an employeecurated social media and learning
platform. Gamifying digital training
programs accelerates the learning
process. This is especially true for
the technology-savvy Generation
Y (Gen Y) workforce, which
struggles to sit through lengthy,
non-interactive presentations. A
recent study found that trainees
using video games had 11% higher
factual knowledge levels, 14%
higher skill-based knowledge
levels and 9% higher retention
rates compared to trainees within
a passive learning environment.9
People trained on
virtual games retain
more facts, attain
higher skill levels and
retain information
longer.
Gamification of the
On-Boarding Process at InMobi
During their rapid expansion, InMobi, an Indian mobile advertising startup, increased their headcount by 10%
each month. The HR team was not prepared to handle this growth, which resulted in several challenges such
as on-boarding delays, unavailability of executives to deliver training sessions and lack of systems to track onboarding progress.
The firm partnered with a gamification company to leverage its learning platform to deliver new hire orientation
as an online social game. The new hires learnt about different aspects of the company through a gamified
experience in a team setting, with badges, points and prizes for top scorers. This approach proved to be effective,
resulting in a more engaged and productive workforce within a shorter time frame than previously experienced.
Source: Case study from Mindtickle – a firm providing companies with gamified learning solutions.
4
5. Gamification Drives the
Pace of Innovation
Gamification Improves
Process Efficiency
Gamification helps create
an environment that
facilitates creativity, fosters
peer collaboration in a fun,
competitive environment and
moves innovation out of a siloed
structure. Innovation games are
useful for problem solving and
in shortening “time to revenue”
through their ability to leverage
crowd-sourcing. Crowd-sourcing
new ideas through competition
and reward-based systems are all
applications of game mechanics
and are already popular across
organizations (see insert on UK
DWP).
Process redesign, digitization and
streamlining play a critical role in
an organization’s cost reduction
strategy. Gamification helps
drive these elements forward.
For instance, Google reduced its
travel expenditure by using game
mechanics. Employees were
given the option of saving the per
diem amount provided for their
business trips and using it towards
another trip (which would have
had no budget) or upgrade to a
higher class or cash out a part of
it. The initiative proved successful,
resulting in over 90% compliance
with the process.10
In the next section, we dig deeper
into the psychological aspect of
gamification and what makes it
successful.
Research predicts that
by 2015, more than
50% of organizations
will gamify their
innovation processes.
Gamification Driving Innovation at the
UK Department for Work and Pensions
The UK Department for Work and Pensions (DWP) created a market game called “Idea Street” to decentralize
its innovation process and to crowd-source ideas from across the organization. Game mechanics such as points,
leader boards and a “buzz index” were used to motivate the employees. The ideas submitted not only earned
points but also rank and social status within the community. Within the first 12 months, this exercise generated
1,400 ideas, 63 of which went forward for implementation. The employees thrived on the challenge of finding new
solutions and getting recognized for it, while the organization is expected to save £20 million by 2014-2015.
Source: Government Computing, “Gamification for the public good”, June 2011
5
6. Why Gamification Works
Up until the recent past, enterprise
gamification was perceived
as an experimental activity.
Gamification today however, has
moved mainstream, as a result of
increased research and enhanced
understanding, thereby making
it better suited for enterprise
application. Another key factor in
its growing popularity is the rise
of the Gen Y demographic in the
workforce and their affinity to
game-like environments.
Gamification Masks a
Science beneath Badges
and Awards
Social games create an
environment that is inherently
engaging and competitive. Gaming
mechanics incentivize humans
through intrinsic motivators such
as status, sense of achievement,
sense of pride and through
external motivators such as
financial rewards, badges and
promotions.
B.J. Fogg, an experimental
psychologist at Stanford University,
USA developed the Fogg Behavior
Model (FBM), in 2009, which
shows that three factors need to
be present to influence human
behavior: motivation, ability and
trigger (see Figure 3).
Figure 3: Science of Gamification - The Fogg Behavior Model
Desire to engage - personal interest
Perceived value of potential outcome
Willingness to participate
MOTIVATION
GAMIFICATION
TRIGGER
Trigger to prompt target behavior
It can be either explicit (directing
the user to take action) or experiential
ABITLITY
Reflects individual’s skill, time and
mental capacity to perform task
Source: Lithosphere, Science of Social Blog – “Gamification 101: The Psychology of Motivation”
6
7. Gamification simultaneously
utilizes all the three factors
stated in Fogg’s behavior model,
which positively influences
human behavior and results in a
successful gaming system.11 For
instance, Target Corporation, a
US-based retail giant, gamified its
cashier checkout system (trigger)
for driving behavioral change and
process efficiency. Employees
were scored based on the
transaction’s speed and accuracy
(ability). A feedback mechanism
using visual and audio cues was
built into the system as a way to
create positive reinforcement
(motivation). This resulted in
increased job performance,
reduced checkout times, and
improved employee morale.12
Most enterprise gamification
tools leverage Fogg’s three factors
simultaneously in such a way that
once connections are made with
the players, the tools sustain these
interactions, thereby promoting
an environment that is both
enjoyable and productive.
Most enterprise gamification
tools leverage Fogg’s three factors
simultaneously in such a way that
once connections are made with
the players, the tools sustain these
interactions, thereby promoting
an environment that is both
enjoyable and productive.
Gamification Appeals
to the Growing Younger
Demographic in the
Workforce
Research indicates that Gen Y
represents 25% of the current
global workforce and their
numbers are growing rapidly.13
A recent survey indicated that
Gen Y employees expect their
jobs to be social and fun, with
clear goals to succeed, and which
provide personal satisfaction. They
want regular feedback on their
performance and recognition for
their work.14
Gamification creates new methods
to reach out to the specific
requirements of Gen Y employees.
For instance, global hospitality
major, Marriott Hotels used
gamification as a recruitment tool.
It launched the app My Marriott
Hotel on Facebook for motivating
potential Gen Y hires to participate
in managing a virtual hotel
restaurant. Players earned points
for happy customers, lost points
for poor service and won rewards
when their operation turned a
profit. Players with high scores
were considered for next levels of
the recruitment process.15
requirements of the Gen Y
workforce. Further, it also helps
address potential skill gaps in
large-scale digital transformation,
accelerates the pace of change
and shortens business cycles.
In the next section, we discuss
some of the common pitfalls of
enterprise gamification that firms
should keep in mind.
The Fogg Behavior
Model shows that three
factors need to be
present simultaneously
to design effective
Gamification –
motivation, ability to
complete a task and a
timely trigger to act.
The concept of game mechanics
resonates with the motivational
7
8. What are the Common Pitfalls
to Effective Gamification?
Many firms are adopting
gamification due to the current
hype around it but most
implementations lack thorough
planning and understanding of
the concept and its business
application. It is estimated that
by 2014, 80% of current gamified
projects will fail due to poor
design.16 There are multiple
challenges in the implementation
of Gamification. The most
common issue is low adoption of
the gamified platform due to poor
game design and game fatigue.
Excessive Focus on
Extrinsic or Intrinsic
Motivators Leads to
Sub-Optimal Results
Flawed game design causes many
gamification implementations
to fail. An excessive focus on
extrinsic motivators (badges,
points, or leader boards) rather
than on more important intrinsic
motivators (status, sense of
achievement, and collaboration)
results in poor game design.
On the other hand, too much
focus on intrinsic motivators,
without any focus on rewards may
not motivate all employees and
8
can fail to achieve the intended
results. Best results are seen
when the game design efficiently
balances both- external and
intrinsic motivators. For instance,
a professional services firm
in the US gamified its internal
communication process to help
employees learn the names and
faces of their 2,000 colleagues
across the country. To encourage
participation, a leaderboard was
created, which failed to draw
interest from employees as people
did not bother to check their
personal score. However, when
teams were created, it triggered
the intrinsic human motivational
factor of collaboration and
participation increased from 5% to
90%.17
Inability to Sustain User
Interest Leads to Game
Fatigue
A well-designed gamification
system aims to keep players
engaged without getting
prematurely bored (if too simple)
or disillusioned (if too complex).
User fatigue is a common issue
associated with long-term use of
gamification. Even with a well-
designed gamified application, it
is not easy to sustain user interest
over prolonged periods. Games
that rely heavily on badges and
points can lead to undesirable
outcomes such as “loyalty
backlash” or active disengagement
when an employee realizes their
behavior has been manipulated
with no personal gain.
Employees need to be constantly
challenged to remain motivated.
Introduction of enterprise
gamification should be preceded
by a clear long-term vision for
employee engagement. This vision
should be articulated clearly to
ensure clarity of objective as
well as drive participation from
employees.
According to Gartner,
by 2014, 80% of current
gamified projects will
fail due to poor design.
9. What are the Key Success Factors for
Enterprise Gamification?
focus areas for application of
gamification dilutes the goal of a
gamified environment.
Set up internal
capabilities for
gamification
Define the user group
upfront
Enterprise gamification plays a
crucial role in helping address
the firm’s cultural and skill-based
gaps for a successful digital
transformation. Based on our
experience, there are six distinct
key success factors that determine
the adoption/failure of gamified
processes (see Figure 4).
Gamification is more than just
implementing a digital tool.
It is a capability that requires
significant investment in people
(game designers, developers, and
change managers), processes
(methodology, performance) and
technology (gaming platforms,
analytics).18 Firms need to plan
along these aspects and evaluate
which capabilities need to be built
in-house, which to partner for and
identify people to champion the
gamification initiative internally
in order to effectively implement
gamification.
Understanding the behavior of
the people performing the task,
their skill levels and abilities,
their intrinsic and extrinsic
motivators and their triggers will
aid in choosing the right game
mechanics and keeping the players
engaged. For instance, motivation
and rewards for a group of senior
research scientists would typically
be different from those of callcenter employees.
Identify a clear goal
Gamification finds its application
across multiple business areasengagement, compliance, and
learning. However, organizations
should ideally pick only one goal
at a time in order to achieve
best results. Picking multiple
Figure 4: Key Success Factors for Enterprise Gamification
Adopt an
Iterative Approach
Proactively
Manage
Game
Completion
Continuously
Measure
and Adjust
Identify
a Clear Goal
Key
Success
Factors
Define
the User
Group
Set up Internal
Capabilities
Source: Capgemini Consulting Analysis
9
10. Continuously measure
and adjust
Proactively manage
game completion
Firms need to put in place
the systems and processes to
capture and accurately interpret
gamification data. Measuring
output from gamified applications
is an ongoing effort and is
needed to ensure continued
relevance and to monitor and
adjust gamification applications.
Continuous measurement of
results such as adoption rates,
game abandonment stage,
number of visits in a day, etc.
provides insights into the efficacy
of the gaming mechanics. This
allows for real-time tweaking
of gamification parameters
(levels of complexity needed,
collaboration, point systems, etc.)
leading to higher success rates.
This continuous measurement
is also essential for periodic
benchmarking against predefined
performance parameters and
for understanding ROI impact.
Each gamification initiative has
its own shelf life but eventually
engagement of the user group
declines over time as “game
fatigue” sets in. Good game
mechanics design and continuous
feedback help determine the
optimal time for running the
initiative. Subsequently, the
completion should be managed
proactively and quickly to prevent
active disengagement or “loyalty
backlash”.
10
Adopt an iterative
approach to
gamification
Initial failures in gamification are
OK and should be embraced as
learning experiences. Gamification
is a complex area which needs
customized game mechanics based
on the goal and the user group. It
is usually not possible to achieve
the desired results in a one-shot
manner, but requires an approach
of constant feedback, adjustment
and learning. Development of a
culture of testing and iterative
learning is key to the creation of a
digitally-enabled enterprise.
Enterprise gamification requires
thorough planning, considerable
investment and management
commitment. By altering
organization culture, gamification
has the potential to change the
overall employee experience.
The scope of gamification, in an
enterprise context, can indeed
be vast – from recruitment right
upto managing alumni networks.
There are pitfalls to getting it
right; however, the benefits
clearly outweigh implementation
challenges. We believe that
gamification and digital
transformation are a winning
combination and firms cannot
afford to ignore it.
11. References
1
Gamification Facts & Figures: www.enterprise-gamification.com
2
Gartner, “Gartner Predicts Over 70 Percent of Global 2000 Organisations Will Have at Least One Gamified Application by
2014”, Nov 2012
3
“Transform to the Power of Digital - Digital Transformation as a Driver of Corporate Performance”, Capgemini
Consulting, 2011
4
“Digital Transformation: A Roadmap for Billion-Dollar Organization”, Capgemini Consulting and MIT Center for Digital
Business, 2011
5
Gamification Facts & Figures: www.enterprise-gamification.com
6
“The Role of Employee Engagement in the Return to Growth”, Businessweek
7
Gamification Facts & Figures: www.enterprise-gamification.com
8
Capgemini Consulting - MIT Center for Digital Business, “Digital Engagement”, 2013
9
“Video Games Can Be Highly Effective Training Tools, Study Shows: Employees Learn More, Forget Less, Master More
Skills”, Science Daily, October 2010
10 Gamification Facts & Figures: www.enterprise-gamification.com
11 “Gamification 101: The Psychology of Motivation”, Lithosphere, Science of Social Blog, March 2011
12 “Gamify Your Workplace, Increase Quality Hires”, Talent Tornado, Feb 2012
13 “Enterprise Gamification: The Gen Y Factor”, Bunchball Whitepaper, 2012
14 “Generation Y in the Workforce: Managerial Challenges”, Austin State University, USA, June 2010
15 “Gamification: Three Ways To Use Gaming For Recruiting, Training, and Health & Wellness”, Forbes, May 2012
16 Gartner press release, Nov 2012: http://www.gartner.com/it/page.jsp?id=2251015
17 Gamification Facts & Figures: www.enterprise-gamification.com
18 Bala Iyer, “Understanding Gamification: From Commercial to Social”, Feb 2012