Research Summary: Demystifying Enterprise Gamification For Business

Published on December 7, 2011 by R "Ray" Wang

Purpose and Intent

Much hype surrounds the topic of gamification. Often seen as a technique to add engagement to existing tasks, projects, marketing campaigns, and initiatives, the term gamification unfortunately lacks the seriousness it deserves. This report seeks to change the point of view and demonstrate where gamification plays a role in the enterprise. More importantly, executives will discover how gamification can drive behavior and outcomes through both monetary and non-monetary incentives in enterprise class settings.

Executive Summary

Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes. Originating from the video game industry, many of these pioneering concepts now play a key role in driving incentive and behavior management for both brands in the consumer world and internal scenarios in the workplace. Enterprise gamification is a user experience (UX) and consumerization of IT (CoIT) trend that will take the market by storm in 2012. Constellation believes that by 2013, more than 50 percent of all social business initiatives will include an enterprise gamification component.

In interviews with 55 early adopters of enterprise gamification, Constellation identifies the three core pillars that include measurable action, reputation and incentives. By creating triggers through both monetary and non-monetary incentives among customers, employees, partners, suppliers and other interested parties, organizations can secure sustainable engagement and drive business outcomes such as improved marketing response from external communities, sustained long-term customer loyalty, increased collaboration among internal teams, or enriched onboarding, delivering success with new hires, partners, and customers.

Enterprise gamification requires an application of psychology and behavioral economics to incentivize outcomes. Because enterprise gamification maps closely to human behavior, organizations will want to follow Constellation’s best practices in appealing to the “Seven Deadly Sins” for gamification design.

Research report surfaces leading practices from 55 early adopters

Some highlights of the report include:

  • Details on who’s using gamification across the enterprise
  • The three pillars of enterprise gamification
  • The six elements of sustainable engagement
  • Sustainable behaviors to drive desired business outcomes
  • The Seven Deadly Sins to Optimize Gamification Design
  • The top gamified business processes for the enterprise (see Figure 1)

Figure 1. Marketing, Customer Service and HR Processes Lead in Gamified Processes


Your POV.

Designing your gamification models?  What enterprise business processes will you gamify first? next?   Ready to turbo charge your next generation customer experience?  Have you tested out iActionable, CrowdTwist or the 3B’s (i.e. Badgeville, Bigdoor, and Bunchball?  Ready to here how you can apply the white arts of the 7 Virtues to work?  Add your comments to the blog or reach me via email: R (at) ConstellationRG (dot) com or R (at) SoftwareInsider (dot) com.

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact sales (at) ConstellationRG (dot) com.

Get the report and other great research on the Constellation site

Resources and Related Posts

20110824 News Analysis: Bunchball Gamifies Salesforce.com And Delivers Simplified Applets

20110223 Best Practices: Applying The Seven Deadly Sins To Successful Gamification

20110120 Trends: 5 Engagement Factors For Gamification And The Enterprise

Community Input

Thanks to the following individuals for their review, input and contributions as part of the broader enterprise gamification community.

David Buckholtz (@dbuckho) – VP, Divisional CIO, Corporate IT, Sony Pictures Entertainment

Yvette Cameron (@yvettecameron) – VP & Principal Analyst, Constellation Research, Inc.

Andrea Chin – Senior VP, Transformation Office, Citigroup

Kris Duggan (@kduggan) – CEO and Co-Founder, Badgeville

Richie Etwaru (@richieetwaru) – Director, Chief Technology Officer’s Office, UBS

Irvin Fain (@ifain) – CEO and Co-Founder, CrowdTwist

Frank Falcone (@frankcrm) – Co-Founder and Executive Program Director, Rotman Centre for CRM Excellence

Maggie Fox (@maggiefox) – Founder and CEO, Social Media Group

Paul Greenberg (@pgreenbe) – Founder and President, The 56 Group

Ben Haines (@benlhaines) – CIO, Pabst Brewing Co.

Peter Kim (@peterkim) – Managing Partner, Dachis Group

Esteban Kolsky (@ekolsky) – President, ThinkJar, LLC

Marshall Lager (@lager) – Founder and Managing Principal, Third Idea Consulting

Alan Lepofsky (@alanlepo) – VP & Principal Analyst, Constellation Research, Inc.

Rajat Paharia (@rajatrocks), Founder and Chief Product Officer, Bunchball

Emanuele Quintarelli (@absolutezubzero) – Partner and Social Business Strategist, Open Knowledge

Alistair Rennie (@alistair_rennie) – General Manager Social Business, IBM

Ted Sapountzis (@sapountzis) – VP Social Media Audience Marketing, SAP

Adam Sold (@kafuchale) – Senior Director of Strategy, Dolby Labs

Dilip Soman (@dilipsoman) – Professor of Strategy, University of Toronto Rotman School of Management

Keith Smith (@chiefdoorman) – Chief Doorman and CEO, Big Door

Josh Weinberger (@kitson) – Independent Analyst

Michael Wu, PhD (@mich8elwu) – Principal Scientist, Lithium Technologies

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

Copyright © 2011 R Wang and Insider Associates, LLC All rights reserved.

  • […] 40多岁的IBM经理沉迷魔兽世界?50多岁的中石油董事局秘书每天花费3个小时玩FPS联机对战游戏?是的,近十年来,互联网60%以上的收入都来自游戏,越来越多的成年人也流露出好玩的本性。尤其是当整个社会的幸福感下降时,游戏是金钱之外少数能让人感到快乐的东西。有了这个共识,我们就不会轻率地把CRM的游戏化倾向看作是厂商的炒作。Constellation Research Group的CEO对此有比较深入的研究报告《揭密业务游戏化:不仅仅是影响消费行为和增加收入的炒作》。“游戏化定义了一系列设计原则,以及相应的系统规则和流程用以影响、接触和激励个人、团体或者社区产生行动并为企业带来可观的收入。” […]

  • Paul – great comments. appreciate the time to write this. i wish there was a better term but for now, we’ll run with it and show the concepts, principles, and approach. people can call it whatever they like but we are seeing results among our early adopter clients as you are! Cheers. – Ray

  • I agree gamification lacks the seriousness it deserves, the fact that ‘gamification’ is being seen only as a computer related intervention for me also takes away from the seriousness of the subject. As you mention above ‘Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes’…..I don’t see the term computer or software anywhere in the definition. Although I strongly believe that gamification as you describe it has enormous value and potential and is undoubtedly a beneficial business tool, it limits and restricts the enormous potential and opportunities of the serious gaming concept. We have been using game mechanics in serious business games for many years. Interactive game playing in which teams of people get together in classroom based game environment, or simulated environment using no computers at all, to solve business problems. Serious business games help translate theory into practice, make use of experiential learning. As Confucious said ‘I listen and I forget, I see and I remember, I do and I understand’. Serious or applied games like business simulations help create buy-in to change, address resistance, foster team working, create dialogue, help learn new ways of working and new behavior, in a simulated game environment people test and apply new solutions. They capture concrete improvement actions they can take away and apply, they are energized and motivated to do things differently……these to me are the value of serious games which unfortunately are not getting the attention they deserve as the ‘gamification hype’ seems to be focusing on computer related systems and interventions.
    Paul Wilkinson, GamingWorks.nl

  • […] 40多岁的IBM经理沉迷魔兽世界?50多岁的中石油董事局秘书每天花费3个小时玩FPS联机对战游戏?是的,近十年来,互联网60%以上的收入都来自游戏,越来越多的成年人也流露出好玩的本性。尤其是当整个社会的幸福感下降时,游戏是金钱之外少数能让人感到快乐的东西。有了这个共识,我们就不会轻率地把CRM的游戏化倾向看作是厂商的炒作。Constellation Research Group的CEO对此有比较深入的研究报告《揭密业务游戏化:不仅仅是影响消费行为和增加收入的炒作》。“游戏化定义了一系列设计原则,以及相应的系统规则和流程用以影响、接触和激励个人、团体或者社区产生行动并为企业带来可观的收入。” […]

  • Hi Bryan,

    Yes. we’re seeing some in crowdsourced support models. One example could be JigSaw the company SFDC bought.

    Cheers. Anyone else?

    R

  • Ray – thanks for this great summary and introduction to gamification.

    I recently posted on the SAP SDN on this subject, my question was whether anybody had any examples of using gamification to support business change initiatives either as an incentive mechanism during a project, e.g. for data cleansing or to support user adoption.

    Have you seen any good examples?
    Bryan

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