PART 2 OF GAMIFICATION INSIGHTS CAN WE LEARN FROM THE 2013 ENTERPRISE GAMIFICATION FORUM
Previously, we have discussed 5 key lessons drawn from the Enterprise Gamification Forum that would help organizations successfully deploy gamification. This time, we will look at another 5 key insights that organizations should take heed during the post implementation phase of the system.
6 – REVIEW AND REITERATE
Successful implementation a gamification system does not necessarily signify the end of the process. Rather, it is the beginning of a long term process in which feedback and reiteration is key to ensure sustainable user engagement. Furthermore, as Founder and CEO of Advanced Competitive Strategies Mark Chussil asked, “What is your strategy?”, organizations should review their progress is in line with their overall strategy. When gamification is utilized as a tool to accomplish the organization’s strategy, not only it justifies the allocation of resources, it would have a more meaningful impact to the organization.
7 – SEARCH AND ENGAGE
The duration of a gamification design may differ accordingly depending on the organization’s goals and objectives.Nonetheless, the longevity of both gamification systems is dependent on user’s interest. Among the best ways to sustain user engagement, organizations could identify power players to guide them in achieving mastery level and reward them for their contributions. This has been evident from the Wall Street Journal approach to content distribution as they have opened themselves to user content contribution, complimenting the traditional publisher contributions.
8 – The Great Potential for Teaching Complex Topics
Throughout the forum, speakers have presented a collection of case studies of how gamification was used to resolve a variety of enterprise related challenges. The experience highlights the potential range of topics that gamification could be used as an instrument to address and empower those who lack certain knowledge. As demonstrated President and CEO of Children Financial Network, Neale Godfrey explained how her organization tackled the issue of financial literacy among the disempowered populace with their game, Green $treets.
9 – Gamification is a Two-Way Ecosystem
Gamification systems tends to be confined to the virtual world while not having much positive impact in reality. One possible way to rectify the matter is to let virtual actions have an impact onto the real world while real world actions drive virtual design and be customized to suit different needs. Social impact games have been making strides in this particular area in which enterprise could draw lessons from. Not only enterprise groups improve on organizational productivity, it is an opportunity for enterprise to fulfill their corporate social responsibility. If we don’t bridge the gap between virtual and reality, all efforts would be for naught.
10 – Badges are not a band-aid
The notion that game mechanics are not a one size fit all was aptly summed by Edward Ford, enterprise community manager of Thomson Reuters. Gamification engage users through meaningful design and behavior, not through a singular mechanic. More importantly, it is with relatable content and core processes that drives further engagement with your users. As CEO of LevelEleven, Bob Marsh explains, if an organization’s culture does not have a constructive background, implementing gamification will only unveil its flaws and makes it very apparent.
The lessons here illustrates that much thought is still needed even after implementing a gamification system. From its early phases to the eventual execution, each step needed for implementing gamification must proceed with caution and deliberation. So what’s next for enterprise gamification? Predicting the future may be a fool’s errand but reviewing results, obtaining user feedback and proactively reiterate design is key to continuous growth.