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Back to the futureTowards a corporate strategy for serious games application
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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…?
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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
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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”
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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
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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
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Levels/tags/goals
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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
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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
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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
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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
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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.)
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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”
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