I had the pleasure of crafting one of Gartner’s top predicts for 2013:
By 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. (Gartner’s Top Predictions for IT Organizations and Users, 2013 and Beyond: Balancing Economics, Risk, Opportunity and Innovation)
Why do we need to consider gamification in our workplace transformation efforts? According to John Kotter, 70% of business transformation efforts fail. Add to that the impact of 71% of American workers who are not engaged or actively disengaged from their work (according to Gallup), and less likely to be productive. This paints a dismal picture for business change and transformation efforts as organizations are clearly not addressing the fundamentals needed for success. Technology, the program plan and/or a lack of vision are not the root issues; it’s the lack of engagement and buy-in from employees who need to embrace new ways of working. When transforming business operations, organizations will need to cement behavior changes and engagement as part of the work activities.
Gamification can help organizations make the workplace more engaging and productive. The same incentives that inspire game players to strive for the next level in a computer game can also inspire your employees to reach for a higher level of performance and engagement — if they are properly applied. Gamification hype is rampant, and the uses inside the enterprise are still emerging. My recent research found only a handful of effective implementations that demonstrated measurable, increased employee engagement. Gartner expects to see that continue over the next few years as lessons are learned and effective techniques are honed.
In presenting this topic at Gartner Summits and Symposiums around the world this year, the reception has been surprisingly positive. The number of organizations exploring the use of gamification for employee engagement continues to grow. During each conference there are a handful of attendees (some from very large organizations) that share with me their forays into using gamification to increase engagement.
Here are a few tips when applying gamification within the enterprise:
- Strive for collaboration. Gamification is often associated with competition, but it is great tool for enhancing business collaboration and maximizing business outcomes.
- Define your transformation objectives, metrics and desired outcomes. Then consider what kind of behaviors you want to reinforce and apply the appropriate gamification techniques.
- Understand what works in a particular culture. Not everyone is motivated by the same techniques. Even within a single organization, there can be many different cultures — some competitive and some more collaborative, some assertive and some more passive. Each group will have its own motivations.
- Plan for iterations and “upping the game” to avoid fatigue, foster continued engagement and promote continuous improvement.
There has been some negative reaction to the term gamification – most recently at the Gartner Symposium in Barcelona – so I’ve been trying out “engagification.” So far, there has been positive reception. It seems to get at the root of the challenge – which is employee engagement.
What’s your reaction to using the term engagification? Please, please comment!
Check out the upcoming webinar presented by Daryl Plummer : Top Technology Predictions for 2013 and Beyond
Follow me on Twitter: @eliseolding
Read Complimentary Relevant Research
Top Strategic Predictions for 2019 and Beyond: Practicality Exists Within Instability
Technology-based change is happening continuously, and most organizations struggle to see the change in advance. Continuous change can...
View Relevant Webinars
Comments or opinions expressed on this blog are those of the individual contributors only, and do not necessarily represent the views of Gartner, Inc. or its management. Readers may copy and redistribute blog postings on other blogs, or otherwise for private, non-commercial or journalistic purposes, with attribution to Gartner. This content may not be used for any other purposes in any other formats or media. The content on this blog is provided on an "as-is" basis. Gartner shall not be liable for any damages whatsoever arising out of the content or use of this blog.