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Enterprise Gamification Consultancy published the first Gamification Industry Report comparing twelve universal, enterprise grade gamification platforms and ranking them across multiple categories. The following is a small excerpt of the report. The report can be purchased in full here.
In the Gamification Platform Leader Matrix (Figure 1) we plotted product and service offerings against the visionary strength of each platform. We clustered the platforms into Leaders, Followers, and Contenders. Leaders are strong in both categories, offering rich features and tools to design and operate a gamified system, and also offering strong vision in their approach and platform architecture. Elements that define a strong vision can include the use of gamification design models, new standards, thought leadership in how to use gamification data, or the application of visual and novel gamification design elements.
In our first industry report on enterprise grade gamification platforms, we evaluated and compared twelve universal platforms and their vendors. We identified four gamification leaders and one surprise top ranked platform. As gamification moves from a novelty to a mainstream technology, and shifts from a customer to an employee engagement program, organizations need to consider gamification strategies that go beyond an isolated use of gamification in areas such as eLearning or loyalty programs. Universal, enterprise grade gamification platforms can be deployed throughout an organization and integrate gamification experiences, engage players, and collect data across processes.
With SAP as the first large business software vendor entering the market in 2015 with its own solution, we consider this as a significant shift in the market that will lead to consolidation and the entrance of other major software vendors.
This report is for organizations that plan to incorporate gamification into their strategy and deploy gamification organization wide. This report is also for gamification platform vendors and gamification practitioners.
To help organizations make an informed decision, we queried all vendors and other contact about the product and service offerings on a variety of categories. Readers will learn about
The gamification platforms that we selected for this industry report are:
Gamification Industry Report 2015
Enterprise-Grade Gamification, Engagement, Behavior Modification Platform
Publishing Date: April 2015
File Size: 8.2MB
Note: after successful payment you will immediately see a download link on the screen.
|Single User License - USD 1,500.00||Enterprise Wide License - USD 4,750.00|
As a former software developer, I am aptly aware of the term technical debt. When you are under time pressure and do short cuts while programming, such as hard coding certain values, leaving out the documentation in the code, and doing other quick and dirty fixes, you may have bought time. But eventually this comes back and will hit you. The same shortcuts that you did will make your software less scalable, more error-prone, less understandable when you have to review it later. The time that you saved then you will lose by a magnitude later.
Let me give you an example. When I had no time, I just used simple letters for naming variables. Months later, when I had to revisit the code, I wouldn’t understand anymore, which variable contained which value. It took me much more time to figure out my own code, because back then I wanted to save time and not think about a proper variable nomenclature.
A similar concept can be found in management. The management debt is accrued, when you make an expedient, short-term management decision with an expensive long-term consequence. An example here is not doing regular one-on-ones with your employees, because everybody is so busy. What this causes is that employees will lose their knowledge on why they are supposed doing certain things, or what they should do to improve. Over time they will make decisions that are counter to what managers had set as goals. Or the employees won’t know where to improved and may chose areas that are not mission critical.
Barely a week passes without yet another Silicon Valley gender discrimination or sexual harassment lawsuit. Ellen Pao vs. Kleiner Perkins, now Tina Huang vs. Twitter, not to forget the Uber and GitHub meltdowns a few months ago. These cases seem to follow the same pattern: a female employee is denied a promotion, salary increase, or leadership position by male managers. This sometimes comes in combination with sexual favors the male manager or colleagues demand from the woman.
This is bad not only for the women discriminated against, and women in general, but also for the whole economy because we are losing out on engagement, productivity, and innovation. What contributes to the problem is the opacity of an employee’s accomplishments. Our performance tracking techniques are patchy at best, non-existent at worst. And they are always too subjective. This can be seen in the arguments put forward by the defense attorneys in these cases, who cite poor performance rather than discrimination. But what are the measures of poor performance? If a woman isn't given opportunities to begin with, how can she excel? What if she is given a negative evaluation by the very manager who is harassing her?
But here is the thing: a great solution against workplace discrimination is already here. And it is called Gamification.