Gamification is a hot topic amongst business process professionals and increasingly within the enterprise software space, a recent report published by Gartner suggests (see “Gamification: The Serious Side of Games Can Make Work More Interesting”).
- By 2015, one in four redesigned business processes will incorporate gamification techniques
- A gamification strategy, outlining “process objectives, metrics and desired outcomes” as well as “the behaviours the company wants to create, reinforce or change” is recommended (Levine, 2012 – http://www.cmswire.com/cms/social-business/gartner-report-looks-at-making-work-more-fun-017520.php?utm_source=MainRSSFeed&utm_medium=Web&utm_campaign=RSS-News)
- Obstacles include variation in company cultures (e.g. between departments) and incentivising non-valued tasks
Typical Use of Gamification
Within the context of enterprise software, the goal of gamification is typically to improve the adoption / utilization of an existing application.
This is a typical reactive use of gamification. Gamification is used as a treatment to the poor adoption and utilization of an existing system.
A Game of Two Halves
We all know prevention is better than treatment – but how is gamification being used in the prevention of poor user adoption / utilization?
Gamification for Prevention
When systems can be customised to suit the needs of an organisation, gathering business requirements to inform technical requests is a crucial part of the planning phase.
However, traditional methods of requirement gathering can be:
- Stakeholder (rather than end-user) focussed
Gamification can encourage those involved in the process to:
- Evaluate their feature requests
- Communicate their needs to others
Cue Innovation Games. Originally designed for product development, these “serious games” are gaining rapid popularity amongst those planning enterprise software projects.
In the next blog, we will discuss Innovation Games in more detail and explore how these techniques can improve application adoption / utilisation.