Has Gamification Failed? by Marigo Raftopoulos Gamification Europe 2018
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My longitudinal study shows that the majority of early adopters and innovators of gamification in business applications are no longer invested. I explore six key areas that are critical for the long term development of gamification as a strategic management tool, and challenge the industry to think systemically and explore new horizons by learning from the emerging convergence of technology, media and the arts.
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Has Gamification Failed? by Marigo Raftopoulos Gamification Europe 2018
- 1. The Future of Gamification: Where to from here? Marigo Raftopoulos PhD Strategic Innovation Lab Gamification Europe, Amsterdam 2018
- 2. Red Pill You stay in wonderland and I show you how deep the rabbit hole goes. Blue Pill The story ends here. You wake up in your bed and believe whatever you want to believe. Your Choice: “The Matrix”
- 3. 2 How I like to play “Tomb Raider”
- 4. 3 Part 1: Today Part 2: Tomorrow Part 3: New Horizons “Journey”
- 5. 4 Part 1: Today 1. Longitudinal research results 2. Reasons for decline 3. Key lessons 4. Deeper issues & global challenges
- 6. Research Independent, peer reviewed research: Longitudinal 2014 and 2018 300+ Projects Audited 25 Global Survey 11.5m Affected Users 5
- 7. Innovators & Early Adopters have dropped gamification 60% of organisations are no longer involved with gamification 6 “It wasn’t for a lack of investment (far from it) it was just a lack of a compelling and sustained value proposition”. 60%20% 10% 10% NoneLess Same More
- 8. 2018 2014 7 Satisfaction levels have declined Gamification projects have not delivered to expectations over time Somewhat Satisfied Very Satisfied Neutral 31%29.5% 33% 6.5% Somewhat Dissatisfied 40% 10% 40% 0% 10% 0% Dissatisfied
- 9. 8 0% 0% 0% 0% 5% 5% 5% 5% 30% 50% 0% 10% 20% 30% 40% 50% 60% 1/10 2/10 3/10 4/10 5/105 6/10 7/10 8/10 9/10 10/10 Net Promoter Score spread: 2014 0% 10% 10% 10% 0% 0% 20% 20% 20% 10% 0% 10% 20% 30% 40% 50% 60% 1/10 2/10 3/10 4/10 5/105 6/10 7/10 8/10 9/10 10/10 Net Promoter Score spread: 2018 Satisfaction levels have declined Net Promoter Scores – the business community is sceptical How likely are you to recommend gamification to a colleague?
- 10. 9 0% 10% 10% 10% 0% 0% 20% 20% 20% 10% 0% 10% 20% 30% 40% 50% 60% 1/10 2/10 3/10 4/10 5/105 6/10 7/10 8/10 9/10 10/10 Net Promoter Score spread: 2018 Satisfaction levels have declined Net Promoter Scores – More passives & detractors How likely are you to recommend gamification to a colleague? DETRACTORS PASSIVES PROMOTERS DETRACTORS 0% 0% 0% 0% 5% 5% 5% 5% 30% 50% 0% 10% 20% 30% 40% 50% 60% 1/10 2/10 3/10 4/10 5/105 6/10 7/10 8/10 9/10 10/10 Net Promoter Score spread: 2014
- 11. Perception of gamification has eroded “Gamification on its own is not a viable business tool.” 10 It’s a fad that’s peaked Lost interest. No buy-in, not convincing Obvious & dull strategy Business principles lacking Continuous bad design
- 13. Reason 1. Lack of leadership support In their own words: No focus or interest in the concept There is now less support in the organisation Did not fully buy-in in the first place We were absorbed into the back hole of HR * Are we reaching the key influencers in organizations? * How are we not speaking their language? 12
- 14. Reason 2. Insufficient business value In their own words: There was no tangible business value Gamification has now been absorbed into design and UX Investment has been transferred to other digital projects, agile & AI * Have we created a genuine value proposition (do we know how)? * What part of the sell of gamification did not live up to its expectation? 13
- 15. Reason 3. Shift in roles or responsibilities In their own words: My role had changed and it didn’t include gamification Didn’t fit into my new responsibilities Little buy-in in the new position * Is gamification being perceived as a low-level tactical tool? * Why is it not transferable? 14
- 16. How can the gamification industry improve its professional services? 15 Innovative Vendors have been lazy. All platforms look the same & do the same thing. Strategic Compelling value proposition. A whole of business solution is needed. Target C-suite. Professional Honesty and clarity on what can and can’t be gamified. It’s not all about the technology.
- 17. How can the gamification industry improve its professional services? 16 Fact-Based High quality research. Validated case studies and use cases. Stop the Spin Stop promising the world. Don’t mention gamification. It’s not the holy grail of engagement. Full Service Product It’s too hard dealing with so many small providers. We need strategy, design and tech as a full service offering.
- 18. 17 The customer always right (most of the time…)
- 19. This is what they expected 18 This is what they received “Ender’s Game”
- 20. Experimentation has been narrow Understanding and focus has been largely tactical and operational (80%) 19 Strategic (10%) Different approaches, different technologies, experimental designs, different design teams, specialist advisory teams, short & long forms Different Mechanics (50%) Used different types of mechanics (badges, feedback, leaderboards, challenges, points) No Exploration (30%) No, not really, not yet, didn’t get around to it, no interest to explore further End Uses (10%) Used in training, L&D, teambuilding, innovation, marketing
- 21. Key lesson for our industry 20 Strategic (10%) Different approaches, different technologies, experimental designs, different design teams, specialist advisory teams, short & long forms • High positive correlation amongst organisations that take a strategic approach to gamification & levels of satisfaction • Tactical gamification leads to lower satisfaction levels over the long term
- 22. 21 Some perspective (it’s not all about you) We are facing significant challenges – (a) Design Issues xx • Commoditisation of design • Demise of ‘design thinking’ • Uncomfortable connection to the games industry • Infantalization of business processes
- 23. 22 Some perspective (it’s not all about you) We are facing significant challenges – (b) Macro Issues xx • Rise of agile (and the quick cheap fix) as the next big thing (again) • New shiny things (AI, blockchain..) • Predominance of scalability and platforms • Short-termism and ‘the Middle’
- 24. 23 Part 1: Today Part 2: Tomorrow Part 3: New Horizons “Journey”
- 25. 24 Discussion… What is True for You? “Journey”
- 26. 25 From Player to Professional How might we better serve industry needs to ‘create sustainable value’? StrategicProfessional Fact BasedInnovative Full Service Stop the Spin
- 27. 26 From Player to Professional No-one cares that you love games, play games, design games… StrategicProfessional Fact BasedInnovative Full Service Stop the Spin
- 28. 27 Professional Is my product really best for this client? Fact Based What research am I conducting or using? Is it validated? Stop the Spin Am I espousing the same old rhetoric? Innovative Am I just providing more of the same? Strategic Am I considering the systemic issues & boundary conditions? Full Service Am I selling a complete solution? From Player to Professional - ASK:
- 29. 28 The map is not the territory xx The map appears more real than the land (DH Lawrence) Maps are necessary but flawed (theories, models, frameworks, tools) The map is not reality. Gamification is not reality. It’s an abstraction of reality. It’s not about games
- 30. 29 Back to first principles What is at the core of gamification before it was hijacked by basic behaviouralism and technology? StrategicProfessional Fact BasedInnovative Full Service Stop the Spin
- 31. 30 The Ludo Mix – as industry sees it Is as diverse as the business need – four key categories Digital Games Playful Experiences Serious Games & Simulations Gamified Platforms How do organisations play? Gamification Taxonomy How organisations create stakeholder value using games, game elements and gameful or playful experiences Ref: Raftopoulos, Walz & Greuter 2015
- 32. 31 The Ludo Mix The rise of tools for understanding complexity Digital Games Playful Experiences Serious Games & Simulations Gamified Platforms How do organisations play? Escape Rooms Augmented Reality Virtual Reality Product Design Toys/Props, Robots Leverage MMORPGs Board/Card Games ImprovLego Serious Play Interactive Workshops LARPs, Role-playing, Gamestorming Hackathons Ref: Raftopoulos, Walz & Greuter 2015
- 33. 32 The limits of ‘traditional’ gamification Digital has hit limits to growth for complex problems Digital Games Serious Games & Simulations Gamified Platforms • Designer or expert driven • Closed loop systems • Persuasive technology push • ‘System-conform’ default • Supports the status quo • Scalable platforms • Finite games Buy my product! Do your job! Learn your lesson! Ref: Raftopoulos, Walz & Greuter 2015
- 34. 33 Filling the experience gap Focus on curiosity, creativity & capability Playful Experiences Escape Rooms Augmented Reality Virtual Reality Product Design Toys/Props, Robots Leverage MMORPGs Board/Card Games ImprovLego Serious Play Interactive Workshops LARPs, Role-playing, Gamestorming Hackathons • Open-ended • Interpretative • Interactive • Co-designed • Agency • Creativity • Infinite games Ref: Raftopoulos, Walz & Greuter 2015
- 35. 34 Finite vs Infinite Games James.P.Carse Finite Tactical activities Rules, boundaries, winners, losers Seeks power and control Theatrical. Requires and audience Infinite Authentic interaction Fluid rules & boundaries, experiences Self-sufficiency & building strength Dramatic. Requires participation Where are you (inadvertently) leading your clients with the gamification you are designing?
- 36. 35 Understanding Systemic Constraints Systems & mental models determine behaviour You are here Most gamification happens here Deep problem solving & true innovation comes from down here Image ref: here
- 37. 36 Understanding Systemic Constraints Making informed decisions (ordered systems) Simple • Stable processes • Known knowns in problems/solutions • Apply ‘best practice’ to fix problems e.g manufacturing • Gamification: Rabobank, KPMG, Siemens Complicated • Mostly stable • ‘Known unknowns’ in the system • Require higher level expertise • Apply good practice • Gamification: Nike+, Citi innovation ideation https://www.linkedin.com/pulse/how-develop- systems-driven-gamification-strategy-raftopoulos/
- 38. 37 Understanding Systemic Constraints Making informed decisions (unordered systems) Complex • Turbulent, unpredictable and constantly changing • Unknown unknowns in the system • Best or good practice is ineffective • Knowledge gaps - use probes for ‘sense-making’ • Require safe-fail experimentation • Gamification: FoldIt Chaotic • Conditions & causality is incoherent • E.g. global financial crisis; emergency response • Decisive action first, make sense later • Gamification: Only to prepare! War Rooms, Red Cross improv; alternate reality games https://www.linkedin.com/pulse/how-develop- systems-driven-gamification-strategy-raftopoulos/
- 39. 38 Gamification needs to be fit for purpose Critical for creativity, innovation and transformation Know the difference Finite Games Tactical activities Rules, boundaries, winners, losers Seeks power and control Theatrical. Requires and audience Infinite Games Authentic interaction Fluid rules & boundaries, experiences Self-sufficiency & building strength Dramatic. Requires participation
- 40. 39 Part 1: Today Part 2: Tomorrow Part 3: New Horizons “Journey”
- 41. 40 Emergence of ‘First Person Walker’ genre “Dear Esther”
- 42. 41 Minimalist • Stripped of complex mechanics and gameplay • Hyperrealism avoided • No quantifiable systems • Nothing that can be learned and predicted • Defy traditional ludic elements “Dear Esther”
- 43. 42 Immersive & Experiential • Narrative driven, symbols, artefacts • Give the player space to explore, see & feel • Walk through an ‘installation’ to reflect • Slow down the pace to enable thinking • Preparation for complex synthetic worlds? “Dear Esther”
- 44. 43 Convergence & augmentation of media and the arts • Narrative • Transmedia • Participation • Open ended exploration • Player, observer, creator • Explore all angles of ‘reality’ • Navigating complex systems • Problem solving & reflection “Somnai”
- 45. 44 What are the implications for the evolution of gamification? “Somnai”
- 46. 45 • The Map is Not the Territory • Finite vs Infinite Games • The Ludo Mix • Working with Systems & Complexity • Explore New Horizons Summary From Player to Professional… “Journey”
- 47. Thank you 46 Dr. Marigo Raftopoulos https://gamification-design-sprint.com marigo@strategicinnovationlab.com