Gartner predicts that 80% of the gamification products will fail due to bad design. Hence there is a high risk of failure for the first gamification product a company ever develops.
Experimenting on a non-core area is recommended while introducing gamification, especially when the organization is not social-computing-friendly. A change in management processes is essential before fully embracing gamification strategies.
Co-creation with a customer is another safe mode of development. This lessens the risk of failures because the investment is made though a different organization.
Start with the end in mind. Every gamification component should be integrated to the common user journey without limiting to independent silos. The objective of gamification should be to solve a specific business problem. One such example is to connect game mechanics like ranks and achievements with performance appraisals which will drive the employees to engage more on the system and also provide a higher value for it.
Once a business problem is identified and reward strategy defined, the next step should be to create progression through the game design model. This includes consistently providing challenges to the users without leading to boredom. A successful strategy is one that keeps improving the users’ skill levels and increases the challenges.
Also the strategy should evolve with the user input. It should create levels or stages to identify the different level of skills that the employees showcase. The right measurements of such systems comes though the actual user inputs after running the system for a while. Hence it’s important to analyze data before defining measurements.
Lastly, it is all about the spectators. Winning is no fun when there is no spectators to cheer. Successful game strategy should include a social platform where achievements can be recognized in front of colleagues. Ability to show achievements in personal profiles, share on social space for others to like and comment are akin to having a stadium full of spectators.