towards a corporate strategy for serious games application

Back to the futureTowards a corporate strategy for serious games application

Overview theme Serious Games

Since 1990s rise of modern version of serious games

General definition:

“entertaining games with non-entertainment goals”

Various field of application: Army/police, healthcare, education/schools

Corporate industry…?

Serious games in corporate industry

Little known about the application of serious games in corporate sector

What is known: current traditional trainingstools are delivering limited success Demand for business innovations

Need for tools to apply serious games Corporate strategy seems inadequate: too

fuzzy, too hard to implement Introduction of supportive tools

Highlights researchMain research question:What are the most important aspects of a

corporate strategy for the application of serious games in order to achieve a mature process?

Definition:“Entertaining digital games which are

based on an educational scenario used to educate and train its users”

Corporate strategy and maturity models

Introduction in the 80s as an answer to failing implementation of IT processes

Growth = The measure in which an implementation process is explicitly defined, managed and continously measured

Corporate strategy + Maturity model= Process support & Growth

Framework Maturity models

Levels: 0-5 Tags: Non-existent to Optimal Goals: Singular project to Well-

defined process Descriptions per level Key activities Key stakeholders

Levels/tags/goals

Levels/DescriptionsLevel Descriptions

0 Unaware of serious games as a tool for corporate use

1 Some awareness of serious games; first assessment of use of serious games as a tool. Involving relevant stakeholders to the serious game project. Sporadic improvement activities may be underway in a few areas.

2 General awareness, informal approach deployed in a few areas with varying degrees of effectiveness

3 A systemic approach/methodology deployed in varying stages across most areas, facilitated with metrics, good sustainment

4 Ongoing refinement and continuous improvement across the enterprise, improvement gains are sustained. Use of quantitative methods as research for effectiveness of serious games.

5 Exceptional, well-defined, innovative approach is fully deployed across the extended enterprise (across internal and external value streams), recognized as best practices

Key activities Level 1 Spark: idea “to do something” with games Assessment of key elements

• Design of the learning goals of the game• Specific needs/demands to the game

Go/No-go: is a game really the proper solution? Acquire support of key stakeholders:

HR, IT, Management team Start a core document: Goals, technical specs,

BUDGET, etc. Search for external developer Work in short, iterative cycles Result: at least a working demo/proof of concept

Key activities Level 2 Assign proces responsibility to HR Adapt current serious game(s)

• Analyze user experiences of the (demo) serious game: stats of usage etc

• Collect qualitative data of the application of serious game(s)• Improve and adapt serious game(s)

Document the implementation process• Maintain user data to estimate effectiveness• Connect serious games to corporate targets/goals/values

Design a “train the trainer”- program Extend learning goals Guide the introduction process of serious games

in IT business process

Key activities Level 3 Consider and implement quantitative research

methods of serious games application effectiveness of serious games

Start a Serious games training program(f.i. serious games catalogue)

Apply and accept serious games as supported training tool

Integrate pre-analyses of participants Offer promotional support within the company Offer IT support for catalogue of serious games

Key activities Level 4 Insert process of the application of serious games

as best practice Standardize serious games as preferred tool

• Connect serious games to business goals Facilitate training program for trainers/mentors Full support for participants Appoint a serious games function as primary

contact (serious games manager etc.)

Key activities Level 5 Extend the functionality of serious games:

external application inform, recruitment/assessment, etc.

Offer mature trainingsprogram as service to other companies

Start selling Serious games catalogue “commercially”