Bertrand Duperrin's Library tagged gamification →  View Popular, Search in Google

"During the course of our lives, learning becomes detached from creating experiences and getting feedback. And so it turns from fun to a dreadful exercise with often devastating results: the knowledge taught is forgotten pretty quickly, with the whole education effort becoming a waste of everyone's time. In the corporate world this can be costly, and if you don't know how to use the tools properly or effectively, work becomes more inefficient, expensive and possibly even dangerous.


Which leads me to the following questions:

How can we make training more fun, add rich experience and gain feedback?
How can we enable trainers to add these elements to their materials?
Why is training separate from work rather than embedded into it?"

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""Unsourcing", as the new trend has been dubbed, involves companies setting up online communities to enable peer-to-peer support among users. Instead of speaking with a faceless person thousands of miles away, customers' problems are answered by individuals in the same country who have bought and used the same products. This happens either on the company's own website or on social networks like Facebook and Twitter, and the helpers are generally not paid anything for their efforts."

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"More companies are applying game mechanics to internal and external apps and processes, Gartner says. But why gaming? Why now?"

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"Summary: Concepts from the gaming industry have become increasingly useful as a way of improving and optimizing how we get work accomplished for our businesses. While many in the enterprise world may not be ready to adopt these ideas yet, gamification increasingly looks to be an effective set of techniques that now has an entire cottage industry forming to make it easier to achieve results."

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"Blue Shield of California finds social apps and rewards engage its employees in wellness programs, sees potential for its insurance customers."

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"What is happening is that records management is about to move beyond compliance. The dream of information management and knowledge management is to unleash or extract the value or a tangible financial return. To do this, there has to be a way to value the information and records. The change is about finding a way to “value” their records so that they can be treated like an asset and managed appropriately."

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"Here's a very serious question: Are the tools your company's employees use to do their job more or less motivating to that end than the apps, games, and social services they use to do something other than their job? Put another way, does the software your people use for play improve the quality of their work, more than the software they use for work?"

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"Salesforce.com had originally said Rypple's software would be rebranded as Successforce, in a seeming jab at SAP, but those plans have changed. It will now be marketed as Salesforce Rypple. In a statement, Salesforce.com said it decided to keep the Rypple brand name due to its ample supply of "goodwill and equity.""

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"I put on my curmudgeon hat and had another look at Social. I voiced my concerns about Social Business, its challenges, its extremely high dependence on people for data quality and business information, as well its cannibalisation of your current business offerings.
Now, it’s time to voice my concerns about Social Enterprise. And well about time, after this long introduction…"

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"Yaniv Corem joined IBM Research – Haifa in June 2010 after completing his undergraduate work at the Technion – Israel Institute of Technology, and earning his master’s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the "wisdom of the crowd" to solve difficult problems, complete tasks, gather data, and more."

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"BM Researchers Jennifer Thom, David R. Millen, and Joan DiMicco conducted an experiment in which they attempt to answer: “How does the removal of gamification features affect user activity within an enterprise social networking service?” "

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"We recently convened a team of 21 millennials from various GE businesses and functions around the world for a special three-month assignment: identify ways to attract, develop, and retain talent in the future. We named the effort "Global New Directions," and we knew we'd picked the right people almost immediately when they told us that they didn't want to retain employees, they wanted to inspire them."

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"Les laboratoires d’IBM planchent sur des outils d’analyse textuelle et décisionnelle destinés à hiérarchiser, au sein des communautés, les contenus les plus populaires, identifier les contributeurs les plus actifs ou cerner les questions les plus courues. "

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"It’s fair to say that in 2011, social pervaded a truly wide swath of territory in terms of business capabilities. While social reconceptions of traditional business functions began showing signs of some maturity in select areas (especially social marketing and internal collaboration), strong early adoption was also a hallmark of a few quite recent developments, in particular Social CRM."

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"Shifts in global, societal, technological, economic, and socio-political trends will shape the future of work. The culmination of these distinct trends across multiple facets of societal and technological advancement will lead to an increased use of game mechanics in the workplace of the future. Over the last several years, several Microsoft teams have deployed “productivity games” to improve software engineering processes through the application of game mechanics. Augmenting a business process with game mechanics has led to significant productivity improvements. These lessons support the notion that games can – and will – be an important component of the workplace of the future."

work gamification productivity skills behaviors

"I see gamification, dashboards and search as signs of enterprise failure!

There I said it, humbly.

They all signify a lack of process frameworks that can run the processes. And just to clarify, industrial processes are not the only processes, all we do is a process as in "steps of activities with a goal", and that should cover all that we do in organisations, in business, in enterprises. And for a process to happen, for flows to flow, one needs a framework, structured, flexible or manual. Just like water requires a riverbed or a pipeline. But if the framework is manual (bucket passing anyone? Monday morning meetings, budgets and reporting anyone?) then the creative value-creation work will suffer."

gamification dashboards search valuecreation process BRP reward

"There are social executives that say, “Trust me” or “Admire me,” that tweet, “Believe me” or “Look at me,” or that yell, “Follow me.” But there are very few executives, only a fraction, who are actually creating next-generation social experiences for their companies like Jeff Schick.

The IBM executive doesn’t just leverage social business solutions, he and his team create them."

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