“Make love games, not war games” was the theme for most of the day at GDC Day 2. Although many speakers and companies were a part of the Games for Change track, a few of them stuck out more than others. Lincoln Brown of Sojo Studios (the creator of Wetopia) was definitely one of those…
It was only a matter of time before someone created a location-based service that was directly linked to shopping. Even though apps like Foursquare and Gowalla are relatively new, it’s still surprising that it even took this long for us to have Facebook Deals. Once you sign up for Facebook Places, you can opt-into Deals….
Jesse Schell describes in his brilliant book The Art of Game Design the four pillars that is comprised of a game: Technology, Aesthetics, Mechanics, and Story/Narrative. When gamifying a process it is smart not to overlook any of the pillars. After all, we’re now in the experience economy and Gamification might be your killer app when enhancing customer or employee engagement:
A major difference with designing a game and gamifying a process is that a game designer tends to start from scratch. A gamification process already has a group of people, a corporate culture, a company brand etc. When gamifying, don’t be too idealistic, but become more pragmatic instead. Work with the materials you have and build something from there, don’t focus first on a vision and then try to make the world fit to it. Be like the chef that can make a great meal from random ingredients in the kitchen, not the recipe book user that will fail when an ingredient is not available.
Earlier today, Kris Duggan, CEO of Badgeville, announced that the company received $25M in Series C venture financing led by InterWest Partners. We all know that Badgeville is among ramification’s leading platforms, but its nonetheless amazing to see the explosive growth of the industry. I can recall a moment in 2010 when Kris and I were…
By now, most executives and HR professionals know that employee engagement is both important and woefully lacking. But despite all the time and money invested into engagement initiatives, many organizations still aren’t moving the needle. Why?
Whenever I ask business leaders, “Whose job is engagement?” I usually hear one of these answers:
Both good answers, but partial answers.
According to IDG Research 43% of engagement comes from intrinsic motivation, by definition factors that are completely outside the influence of company mangers.
What is missing from many efforts to increase employee engagement, are the individual employees themselves.
