For an introduction to gamification, please first read my blog: Gamification – Why Play?

Now, let’s discuss what to consider if the organization has said, “We want to play.” As with any major program that an organization wants to implement, there are serious considerations to implementing a gamification strategy. 

Suggestions/Challenges/Risks:

• A well-done gamification strategy takes constant updates. Stale games or having no new challenges upon completing the first challenge can be demotivating. Employees/consumers will think, “Is that all? Do they think we aren’t any smarter than this and we couldn’t complete this challenge?” Have several ready to deploy immediately and be agile with updates if the game is not a success.
• The games need to be relevant – a solid gamification strategy gets people to accomplish something they need to accomplish. Don’t insert a random fun-only game into work just to have fun. Make it count or colleagues will think they are not valued for the actual work they do. 
• Have relevant rewards for various audiences – there is no one-size-fits-all when it comes to the prize/reward. One person may want points and badges to earn a gift card, another may just want verbal or written recognition, while yet another may want lunch with the boss or a free day off. Know the employees’ and consumers’ “5 Languages of Appreciation” and allow people to be rewarded as they want to be.
• The game must be challenging, but not impossible. If it is too easy, the organization will not be able to keep up with providing new challenges and employees/consumers will feel disrespected. If it’s too difficult, it may demotivate people who think they can’t possibly win so they will not even try. 
• Be sure to consider the basic fundamentals of driving change. In addition to the rewards, remember to address any risks to employees and consumers associated to the behavior the organization wants to drive. If applicable, be sure to take away replacements to the wanted behavior/action (such as other tools, other products, etc.) and have back up strategies to drive change such as accountability for employees who do not embrace the change. If the risks outweigh the rewards, the current state is comfortable, and there is no accountability, no game will drive the behavior. Think and execute holistically on your gamification strategy.
• Communicate regularly – do not implement a game and forget to communicate. Just because it is there does not mean people will know the value proposition for them to engage in the game. Address the standard who, what, where, when, why and how fundamentals. Have a communications plan alongside the gamification strategy and implement it as a total package to ensure success.

As I was introduced to gaming at work, I realized how it brought out the closet gamer in me. There is definitely a value proposition for organizations to embark upon a gamification strategy. However, my experience dictates the suggestions I make above. Though it boosted my engagement on the behaviors Bluewolf is looking to drive, we will continue to do even better as we go back through my checklist. Like with any technology implementation, we will approach our gamification strategy as a continuously evolving program. 

Change management consulting is the #1 reason organizations succeed with technology adoption. Check out Bluewolf''s Change Management Consulting Practice.