- Businesses that employ enterprise gamification can increase engagement and facilitate internal innovation, while driving their commercial objectives.
- M2 Research forecasts that the gamification market will be worth USD$2.6 billion by 2016.
- As Gen Y moves into executive roles within large organisations, it is likely that their experience with gamification will make the use of this technique increasingly integrated within the enterprise environment.
One need only look at the explosion of Angry Bird and other mobile gaming apps to understand the desire to harness the power of games. Education and sales processes have been gamified for years, but now gamification as a discipline is being applied to all aspects of business.
All statistics point to a much broader use of gamification with Gartner predicting that ‘by 2015, 50% of all innovations will be gamified’. Gartner also predicted that more than 70% of Global 2000 organisation will have at least one ‘gamified’ application. Commercially this looks to be an area of growth with M2 Research forecasting that the gamification market will be worth USD$2.8 billion by 2016.
Banking, telecommunication, health, sustainability, and advertising are only a few of the industries in which gamification has or is being trialled. Examples of gamification are already appearing in business processes (particularly sales and human resources), education and training, marketing and research.
Facilitating innovation and commercial gain
An increasingly common use of enterprise gamification is throughout the process of creating and facilitating innovation. The process to extract IP from a set of employees is gamified, making it into a competition with a prize. This not only drives engagement, but the competitive element also has the potential to encourage high degrees of innovation, with a side benefit of collaboration and participation. In turn, the business gets a high volume of rapidly delivered ideas and participants are stimulated by a deeply seated psychological desire to compete ‘mano-a-mano’.
The commercial implications of utilising enterprise gamification may include:
- Providing a more satisfying experience as compared with traditional modes of performing a task with the same or improved desired outcome.
- Potential for streamlining internal and external processes and procedures – identifying and eliminating business weaknesses.
- Establishing a solution that has buy-in from the broader team, potentially making implementation and integration easier.
- Increasing employee satisfaction and loyalty, due to engagement and recognition – prompting better productivity and performance.
- Promoting greater awareness of processes and procedures, spread organically via word of mouth due to the desire to compare one’s skills and (or) knowledge to that of others.
- Obtaining cheaper, faster and better business-orientated outcomes from any specific gamified process.
Optimising enterprise gamification
Gamification is however, not easy to master and determining the goals and measurement regimes is not simple. There are a few challenges to optimising gamification and it is quite easy to fall into the trap of poor conception and implementation of the game mechanic. It remains to be seen how enterprises will use innovation practices in general and gamification specifically to drive business outcomes. Only a great deal of trial and error and measurement will hone the use of gamification.
As Gen Y moves into decision-making positions in large organisations, it is likely that their experience having grown up in a technology rich, fast-moving and gamified environment will make the use of gamification increasingly integrated within the enterprise environment.
Download our recently released report ‘Enterprise gamification: Buzzword or business tool‘ to find out how you can harness the commercial and engagement potential that can be derived from adapting this technique within your business.