Beyond the Leaderboard, an Enterprise View


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Beyond the leaderboard, an enterprise view. How gamification is transforming how we work. Presented as part of GDCOnline's Gamification Day in Austin TX 2012. (25min track)

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  • Beyond the leaderboard... an enterprise view.\n
  • safe harbor statement. is a public traded company on the New York stock under the ticker symbol or CRM, Please visit for more information. \n
  • Lets first define what gamification is: the process of using game thinking & mechanics to engage users\n
  • We are certainly in a time of change. I’m not just talking about technology but in our every day lives... In fact if we look around today everything is changing! And gamification is having a major role in this...\n
  • We’ve all seen the amazing case studies of teachers using technology and gamification improve learning in the classroom. Who would of thought kids, having fun and who are engaged learn more and at a faster speed. \n
  • This might be the bread and butter of gamification but if you compare what kids do today vs 20 years ago it is astonishing... the advance multitasking, movement, feedback, short and long term goals etc in modern games.\n
  • We don’t just communicate with each over via telephone calls or text messages but now via social gamified applications and platforms. If your like me, your more likely to get your friends commenting on your checkins asking you to order them coffee in a cafe as they are only 5 mins away rather than them actually ringing you! \n
  • but what about the way we work? is enterprise software changing? are we collaborating with our co-workers in new ways?, what about ours sales, services, marketing teams? And I haven’t even mentioned performance management yet. No one likes doing performance summaries. \n
  • This has huge cost effects on productivity, employee turnover, company profits and eventually unhappy customers\n
  • Yes gamification is transforming how we work, but also how we design and develop enterprise applications. \n
  • This is a huge business opportunity.\n
  • a example of how we are using gamification to transform how we work together and how it can be different to normal application/game development using game mechanics. \n
  • Social Performance Management. Social Goals for yourself, your team and your company. Realtime Feedback on work, goals and collaboration. Continuous Coaching to help people reach their goals, learn and improve. Meaningful Recognition to people for the great work they do.\n
  • We live in a world of badges. We acquire badges for almost everything we do now in the applications and platforms we use day to day. But what do they mean to us? Are they meaningful? do we care? \n
  • Spot the differance; Alicia vs Dave. Logically Alicia is the best as she has more... but is that true? is it what is seems? is there the idea that less is more? Well to really understand this we need to look at each badge.\n
  • There are a lot of questions about a badge especially one that was given to you in work. How unique is it? Who did it come from? What it was for? etc.. For example if my peer, manger or ceo gives me recognition, which one would you care about most? \n
  • Not all recognition and badges are the same even if they look it. So how do you actually truly measure this? Is there the idea of trying to measure the unmeasurable? Maybe this idea of going beyond the leaderboard?\n
  • A typical leaderboard example... But what are the problems with this? Can we truly rank people based on what we have just learned about their badges? Do people want to be ranked in work? How do you rank people across multiple departments? We haven’t even added what the social dynamics, aspects and relations ships to the equation yet! (Stanford experiment)\n
  • Player profiles/Personas. Everyone is different, achievement focus, sharing / collaborate, leaderships skills etc... how can we compare? how can we measure? Do we? Should we? \n
  • This idea of beyond a leaderboard again. But how we do solve this in our products? Positive motivation. Negatives into constructive / positive. Rank but not with harsh numerical values. All of the above help drive engagement. \n
  • Exposure to the feed. Transparent and public recognition across the organization. Positive motivation = even more engagement. \n
  • So what about boundaries? In game design we are always ensuring users can’t cheat? In work? Not as much as you may think. The social aspects act as invisible boundaries. People will always give feedback and recognition but never something that is unjustified, theres almost a social pressure to ensure you don’t give out too much or too little. A social klout due to the social and transparent aspect of the applications. \n
  • But not all leaderboards are bad! Example sales dashboards, helps drive and motivate sales teams. They can be used in a lot of ways including how managers can drive their coaching conversations. These dashboards can also be private so that just the team can see them.\n
  • How do we define success? Success is not guaranteed for employes! mainly due to the human side of things but efforts do not go unnoticed. Metric around interaction, engagement, adoption etc are essential to designers and developers especially over time. Lean development. \n
  • The enterprise may be taking a lot of leaning from gamification and the games industry at the moment but that one way street will certainly become a two way one. I can see the game industry learning from enterprise gamification in the near future. \n
  • The 2 way street... For some fun heres a spin off of 1:1 coaching notes might look like in a game environment :)\n
  • total time 20 mins. \n
  • Beyond the Leaderboard, an Enterprise View

    1. 1. Beyond the Leaderboard, an Enterprise ViewAlan O’Connordesign, @alan_oc
    2. 2. Safe harborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materiallyfrom the results expressed or implied by the forward-looking statements we make. All statements other than statements ofhistorical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth,earnings, revenues, or other financial items and any statements regarding strategies or plans of management for futureoperations, statements of belief, any statements concerning new, planned, or upgraded services or technology developmentsand customer contracts or use of our services. TextThe risks and uncertainties referred to above include – but are not limited to – risks associated with developing and deliveringnew functionality for our service, new products and services, our new business model, our past operating losses, possiblefluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our securitymeasures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, theimmature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate ouremployees and manage our growth, new releases of our service and successful customer deployment, our limited historyreselling products, and utilization and selling to larger enterprise customers. Further information on potentialfactors that could affect the financial results of, inc. is included in our annual report on Form 10-Q for the mostrecent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SECFilings section of the Investor Information section of our Web site.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make the purchasedecisions based upon features that are currently available., inc. assumes no obligation and does not intend toupdate these forward-looking statements.
    3. 3. Gamification is: the process ofusing game thinking &mechanics to engage users
    4. 4. “The only constant is change”
    5. 5. how we learn
    6. 6. how we play
    7. 7. how we connect
    8. 8. how we work?
    9. 9. 70 % of all employees are disengaged at work -Gallop
    10. 10. Yes! ... gamification istransforming how we work.
    11. 11. Gamification Market will growfrom $240 million this year to$2.8 billion in 2016-M2 Research
    12. 12. Align. Motivate. Perform.Social Performance Management from
    13. 13. Realtime Feedback MeaningfulSocial Goals Recognition Continuous Coaching
    14. 14. MeaningfulRecognition
    15. 15. AliciaDave
    16. 16. what is their level? who are they? Who did it come from? are they respected?do it often? custom badge? type of task? how often?What was it for? How unique is it? how long did it take? personal attachment?
    17. 17. ≠a badge is not a badge
    18. 18. # 1# 2# 3# 4# 5
    19. 19. size of team? how often? what is their level? social differences? type of work? value of work?type of person? leadership skills? collaboration?
    20. 20. MeghanDaveTom
    21. 21. boundaries?
    22. 22. how do you define success?
    23. 23. 2 way street
    24. 24. 1:1 Coaching notes
    25. 25. Thank you... @alan_oc