Games are nothing new. Competition and the need for rewards and recognition are innate in humans. Mobile technologies and apps such as Foursquare, Yelp, Wii and Kinect have all tapped this need and made gaming relevant across demographics.
In the wake of Hurricane Sandy in the US's northeast, Repair the Rockaways, a Zynga-produced game raised money for recovery efforts. More recently, the beta version of Google Glass demonstrated the potential to gamify nearly any task in real-time. Games can even be used to help tackle abstract, future-facing challenges like resource scarcity and talent recruitment, as Siemens pioneered with Plantville.
Games spur action and participation. Gamification can include using badges to show merit (you’ll remember those from your scouting days), creating leaderboards, and using those impulses of competition to encourage desired behavior.
Games can also test understanding, gain constituent feedback and help guide decision-making. In the business world, gaming has become a common way for organizations to reach customers. According to Mashable, more than 70% of Fortune 200 companies use games for customer retention and marketing.
Companies are increasingly using games to motivate their workforces. Brands like Walmart have used gamification to improve customer service through employee engagement, a strategy presented at The Conference Board's Extending Your Brand to Employees conference in May.
Interbrand was also there, presenting alongside BNY Mellon on the importance of influencing employee behavior to drive desired business outcomes. Customer relationships are the core product in the B2B space, and gaming is a great tool for driving employee engagement.
For gaming to be a powerful tool, however, it has to be underpinned by a solid strategy — one that is set to move the needle and prompt workforce action. To derive value from gaming, company leaders should ask themselves: What are my objectives and desired behaviors? What kind of games will work in my organization's culture? What incentives will prove effective at driving change?
BNY Mellon conducted a robust exercise to identify the key behaviors in employees that would unlock the business strategy, as well as structured a system of cues and rewards to incentivize employees. This case serves as a great example of how a company can get employees, dispersed across the world, to collaborate on developing the right behaviors to drive the business forward. In the coming years, B2B brands will have to increasingly employ these strategies in creating sustainable momentum across their organizations.
Amanda Munilla is a Senior Consultant in Interbrand New York's Strategy Department.