I ended last week’s post comparing the previous season’s buzzword ‘social media’ with gamification, and the need for brands to evolve their own way of utilising it. Though it’s easy to find a huge number of case studies that have been generated on the use of social media by brands to interact with consumers, the amount of material available on how the internal organisation has been wired to implement this, is relatively less.
At a broad level, both consumer facing social media and gamification are ways to interact with consumers and engage them better. But though a single function in the organisation might be handling this interface (I think the vast majority of organisations have not evolved to the advanced social media frameworks), its effectiveness depends on coordination between functions.
I read JP Rangaswami’s excellent post on Gamification and the Enterprise, on how the consumer and the enterprise are changing and that new problems require new approaches and advocates a look at game design to solve these. I also read a counter-post by Sigurd Rinde which argues that gamification, dashboard and search are signs of enterprise failure. The disagreement seemed more to be on semantics, if you check the comments on Sig’s post.
Both agree that extrinsic rewards based gamification is not the way to do it. Not that my agreement much in the debate, but I do agree. 🙂 To me, extrinsic rewards seems like a way to reward a process for its own sake, but intrinsic rewards might significantly work better to ensure that the intent is the bigger focus.
Which brings me to implementation. Usually, social media outposts happen first and then organisations scramble to make processes and frameworks out of it. This is probably because the social networks enable customers to have a conversation about the brand anyway without its having any say in the matter. In the case of gamification, though, there is a requirement to build game dynamics, mechanics and aesthetics and it seems that this would have to be done by the brand. That leads to a choice.
So should an enterprise first use gamification on the consumer side, finding ways to marry customer intent and business objective and then attempt this in the enterprise to ensure that employees work towards achieving these ‘ways’? Or should they identify business objectives and gamify the enterprise to ensure they are met and then attempt this on the consumer side, so employees can work on making the ‘ways’ smoother to execute? Or build both in parallel? I am swinging towards the first option. You?
until next time, end game, for now