Gamification news, tactics, case studies and more. The official blog of Bunchball.
If you're starting to plan for a gamification project, it's only natural that you have questions — lots and lots of questions. For example, since Bunchball solutions are built to last for the long-term (in contrast to other "quick fix" applications), many of you may be wondering, "Exactly how many people will we need to keep our gamification platform running effectively?"
Some people think an effective gamification project requires lots of resources—in the form of money, time and manpower. Others think success comes from luck or that elusive "special sauce." But none of that is true. Effective gamification doesn't have to be resource-intensive. And because it's data-driven, there's very little luck (or secret anything) involved.
You're undoubtedly aware of gamification and how it's being used by companies around the world to engage customers, employees and partners to improve business performance. But even if you can see the benefits, you may be struggling with how to communicate that vision across the enterprise. An important question to ask yourself is, "How can I align stakeholder groups (from business, IT, operations, etc.) to position a gamification project for success?
Big data refers to the explosion in the size, amount and form of information available around any one individual, organization or event. But what does that mean exactly? Why is data "exploding," and perhaps even more importantly, why should you care? Let me walk you through the definition step-by-step.
At Bunchball, we know gamification is a powerful business tool that can motivate better performance and drive ROI across all levels and all departments. However, we're also well aware not all gamification projects are created equal and some managers are struggling to achieve desired results. Gartner has even predicted up to 80 percent of current gamified applications will fail to meet business objectives. Is your gamification delivering less than you expected? Have you been up at night wondering, "What are we doing wrong?"
For help answering your questions, I asked gamification experts to describe the most common reasons gamification projects fail – and what you can do to get back on track. Here are their responses.
If you're involved with corporate learning at your company, you need to start thinking differently. Why? Because researchers have found1 that since there's typically little practical follow-up or meaningful assessments, some 90 percent of new skills "learned" are lost within a year.
In other words, even though spending on corporate training now tops $70 billion per year in the US and more than $130 billion per year worldwide, only 10 percent of skills are actually retained. That's an absolutely terrible ROI and proof to me that traditional corporate training programs need a complete overhaul.
We live in an age of distraction, and perhaps nowhere is that more evident than in a modern classroom. After all, today's students have grown up with information and entertainment at their fingertips. Cable TV, the Internet, smartphones, tablets — is it any wonder that the average person's attention span has plummeted to eight seconds1 — one second less than the average attention span of a goldfish?
How can teachers keep their students interested in learning? What does it take to grab their attention and — perhaps even more importantly — maintain it?
For a growing number of educators, the answer is gamification.
Odds are, you're familiar with the term "gamification." You may even be able to point to a specific use case where it proved to be a powerful tool for improving business performance. But here's something you might not know: Gamification can be used throughout the entire enterprise, for all business units. In other words, gamification can unlock your company's potential across all employees, all job titles and all departments.
That's possible because, done right, a gamification platform leverages basic human intrinsic motivators (which we all have), data (which we all now generate when we work) and strategic business goals (which we all should be working towards).
True confession: I'm a gamification research junkie. I read as much as I possibly can – from studies that explore human behavior and workplace motivation to the latest on data analytics and other high-tech advances. That's exactly how I became aware of Forrester's recent research about the (significant) gap emerging between B2B executive buyers and the sales teams trying to do business with them.
We all know that buying behaviors have changed – no surprise there. But Forrester found that sales managers have not been able to keep up; far too many are relying on outdated tools and legacy programs to train and engage their sales teams. That leaves buyers disappointed, and sales teams frustrated by opportunities lost. In one study, Forrester asked executive buyers how often they accept follow-on meetings from a vendor they've only met once. Three-fourths (74 percent) said, "Never or occasionally." The message is loud and clear: "Don't call us. We'll call you."
In 2014, we saw gamification level-up in a big way – the category was listed on more than a dozen Gartner Hype Cycles, the media buzz hit a fever pitch and analysts continued to project the market to reach $2.8 billion by 2016.
And yet, while the hype continues, it is increasingly peppered with a layer of cynicism – the common thread in all this is, "okay, hot shot, I hear that you are pretty great - now PROVE IT." To this, we at Bunchball say, "Bravo!" and, "Bring it on!" It is high time that we separate the myth from the reality – and to me, this is the headline for the year ahead:
2015 is the year that gamification will grow up.