Webinar: Driving Innovation Across an Enterprise with Booz Allen Hamilton
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According to Brian Burke of Gartner, “Applied to innovation, gamification can motivate people to share their ideas within a community… encourage people to build upon the ideas of others… and take part in something larger than themselves.” That crowdsourced approach and collaboration could lead to the next billion dollar offering. At the forefront of driving innovation across the company and for their customers, Booz Allen Hamilton understands what it takes to launch such a large initiative. In this session, you will hear from Booz Allen Hamilton and Badgeville: - How gamification can drive innovation across the enterprise - Lessons learned from using gamification to drive innovation - Case study of how gamification has worked at Booz Allen Hamilton - Demonstration of gamification for innovation
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Webinar: Driving Innovation Across an Enterprise with Booz Allen Hamilton
- 1. ENTERPRISE GAMIFICATION APPLYING GAME TECHNIQUES TO PROMOTE & SUPPORT A CULTURE OF INNOVATION
- 2. 28 WHAT “INNOVATION” CAN FEEL LIKEBooz Allen Hamilton proprietary and business confidential
- 3. Booz Allen Hamilton proprietary and business confidential
- 4. ? ? ? ? Booz Allen Hamilton proprietary and business confidential
- 5. 31 SMART SUCCESSFUL EMPOWERED STRUCTURED VALUED Booz Allen Hamilton proprietary and business confidential
- 6. 32 PROCESSES PEOPLE Booz Allen Hamilton proprietary and business confidential
- 7. Innovative people need opportunities to continually grow and learnBooz Allen Hamilton proprietary and business confidential
- 8. 34 IF INNOVATIVE BEHAVIORS CAN’T BE INCENTIVIZED THROUGH TRADITIONAL HIERARCHIES AND REWARDS SYSTEMS, WHAT CAN WE DO? Booz Allen Hamilton proprietary and business confidential
- 9. 35 WHAT IF WE…. • Digitally motivate employees to contribute, grow, develop, connect and collaborate with one another • Provide digital incentives that satisfy staff’s personal goals, enhance their online reputation, and advance a larger business strategy • Use digital tools to give employees clear pathways, feedback and visibility into their progress as they navigate their careers Booz Allen Hamilton proprietary and business confidential
- 10. 36 HOW WE STARTED TO FEEL ABOUT INNOVATIONBooz Allen Hamilton proprietary and business confidential
- 11. 37 GAMIFICATION DIGITAL MOTIVATION Booz Allen Hamilton proprietary and business confidential
- 12. 38 Digital Motivation is a multi-faceted approach that creates a win-win for both organizations and individuals Community Management DIGITAL MOTIVATION Gamification Personas & Design Thinking Incentives Change Management Tangible and intangible rewards users achieve through positive participation and accomplishment Social proof and group collaboration experiences are paramount to individual success and engagement Strong messaging with the user and their opportunities as the focus, not just about the program or changes A good game design shows users the paths through a program and highlights the high-value opportunities for them to succeed Understanding users and their motivations and goals is key to designing a program they want to participate in Booz Allen Hamilton proprietary and business confidential
- 13. 39 “HAVE TO” “WANT TO”Digital Motivation helps shift the experience Booz Allen Hamilton proprietary and business confidential
- 14. Booz Allen Tech Tank Stadium
- 15. 41 THE CHALLENGE • Virtual learning environments can be isolating and lead to low retention rates • Tech Tank courses and curriculum are not centralized and located across different third party platforms • Find an innovative and differentiated way for participants to track their progress and engage with their peers Booz Allen Hamilton proprietary and business confidential
- 16. 42 THE SOLUTION Participant completion of core requirements within milestone goals Weekly return rate to the Tech Tank Yammer & Stadium Site 70% 40% Source: SAP Network 2014 Booz Allen designed and implemented a gamified experience called the Tech Tank Stadium. Using the Booz Allen Hamilton Incentive Framework, Booz Allen outlined an engagement mechanics strategy in order to help participants engage with their peers and track their progress in a whole new way! Booz Allen Hamilton proprietary and business confidential
- 17. 43 Shifting from Oversight to Autonomy Booz Allen Hamilton and Client proprietary and business confidential “We are SO going to beat the Principal Components team!!” Teams came up with their own names to increase ownership! All Tech Tank participants joined the Yammer Community and 148 social actions have already been rewarded! The recent activity stream reinforces social proof. Almost 50% of participants have already collected their first badge!
- 18. 44 Shifting from Competition to Camaraderie Booz Allen Hamilton and Client proprietary and business confidential
- 19. 45 DIGITAL MOTIVATION IS A LIVING PROGRAM Booz Allen Hamilton proprietary and business confidential
- 20. 46 + Focus on prizes or stuff + Force behaviors + Assume people’s interests and motivations + Ask “Who achieved the most this month?” + Replace a compensation system Ways to Get It Wrong Booz Allen Hamilton proprietary and business confidential
- 21. 47 Ways To Get It Right + Understand employees + Ask “Who helped you the most this month?” + Evolve as users change + Focus on collaboration rather than competition Booz Allen Hamilton proprietary and business confidential
- 22. 48 Booz Allen Hamilton’s Digital Motivation Framework Booz Allen Hamilton proprietary and business confidential
- 23. 49 WHAT INNOVATION FEELS LIKE NOW Booz Allen Hamilton proprietary and business confidential
- 24. 50 READY? Booz Allen Hamilton proprietary and business confidential
- 25. ALLIE CARROLL Associate Carroll_Allison@bah.com (703) 314-1053 REBECCA ALLEGAR Lead Associate Allegar_Rebecca@bah.com (202) 271-1219
- 27. How do you.. • Increase Program Awareness • Increase Knowledge of Best Practices • Increase Asset and IP Creation • Improve Retention of Participants • Drive Participants to Higher-Value Contribution • Identify and Cultivate Leaders Badgeville Confidential
- 28. Dimensions of Innovation Management Strategy and Intent Processes and practices Culture and people Organization and infrastructure Partnerships and open innovation Innovating how we innovate Source: Gartner
- 29. How do you get people to WANT to innovate?
- 30. How does digital motivation fit in? Connectors and APIs Gamification, Digital Motivation Mobility Advocacy and Social impact Big Data Audience Analytics Integration Gamification Mobility Crowdsourcing Advanced analytics Innovation Management Systems Badgeville Badgeville Confidential
- 31. 5 Years + 300 Deployments = Unparalleled Experience Badgeville Confidential
- 32. Driving the evolution of gamification Transaction Tasks Events Behaviors Metadata Eligibility Progression Engagement Missions Guided Experience Expertise Tracks User Level Data APIs Social Enterprise Social achievements Audience Development Advocacy Application Connectors Social Network APIs Reputation Platform Impact Group Achievements Network Effect Universal Experience Reputation Builder Badging Gamification Digital Motivation TaskSystem Enterprise Badgeville Confidential
- 33. Innovation Solution Architecture Management Integrated Experience Badgeville Enterprise Engagement Platform (EEP) Rules AdvocacyGuided Experience Engagement Behavior Library Audience Analytics External Visualization Experience Library Reputation Admin Social Impact
- 34. Integrate and Ensure Highest Trust in Data External Visualization Integrated Experience Management Badgeville Enterprise Engagement Platform (BEP) Digital and Offline Activity Manager / Notifications Application Connectors Application APIs Enterprise Grade Architecture Reputation Builder Reputation Center CRM Collaboration L&D Other Experience Library Behavior Library Guided ExperienceEngagementRules Advocacy Social Impact Reputation Admin Console Audience Analytics • Security • Availability • Processing Integrity • Confidentiality • Privacy Security, Availability and Assurance High Availability Architecture and Network High Availability connectors (application specific) and aggregation of API calls Best-in-Class data centers, with Advanced Intrusion Detection Deep Hardening of Badgeville Platform Enhanced Encryption Between Application Layers Protections from Direct Internet Access to Badgeville Platform Upgraded the HTTPS transport from SSL to TLS encryption for “data in transit” Advanced “data at rest” protection for all event/log, profile data Data Quality Measures (anti-cheating, event validation, log notifications, event sync) Audit / Tracing All Badgeville API Calls All Administrative Actions All Platform Events, Including User Profiles Administration Delegated Administrator logon to customer authentication server Role based security for Admin Console Badgeville Confidential
- 35. Actionable Insights with Big Data Audience Analytics External Visualization Management Application APIs Enterprise Grade Architecture Reputation Builder CRM Collaboration L&D Other Experience Library Behavior LibraryEngagementRules Advocacy Social Impact Reputation Event Type Distribution Activities Performed Per Day • Full range of audience analytics – KPI driven analytics with user level details – Progression reports for journeys (Guided Experience) • Tableau Integration and User Interface – Industry leading visualization and business intelligence – Tableau mashups (pair our data with yours) • 13 pre-built reports – Compare impact by quarter (trend analysis) – Event type distribution (pattern analysis) – Snapshots (rewards, milestones, missions, etc.) – Social Reports • Behavior targeting and optimization Badgeville Confidential
- 36. Next Generation Mobile Innovation Badgeville Confidential
- 37. Reputation Center Demo Badgeville Confidential
- 38. Benefits Model Training Reduction Benefit Reduce Attrition Benefit Train 100 new emplloyees Good Better Best Avg days training 100 100 100 % time saved training* 25% 35% 50% Days saved 25 35 50 Savings per year $103,290.26 $144,606.37 $206,580.53 100 employees per year Good Better Best % reduction in churn 2% 5% 7% # saved per year 2 5 7 Months productivity saved 4 4 4 Savings per year $45,833.33 $114,583.33 $160,416.67 New Projects / Flash teams Increase in billable hours Good Better Best Hours 500 1500 2500 % increase in billable hours 20% 25% 30% Additional Revenue $150,000.00 $468,750.00 $812,500.00 Increase Employee Efficiency Benefit 1000 employees at $68,750 per year Good Better Best % hours saved/week* 3.3% 4.8% 6.4% Savings per year $2,281,400.00 $3,302,578.13 $4,382,468.75 Total Benefit Value Good Better Best $2,755,617.04 $4,276,348.62 $5,913,152.85 Benefit Summary - Example http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy Accenture A3 Program Badgeville Results, Badgeville customer results
- 39. Next Steps • See the new Badgeville Enterprise Plus – Contact us: http://badgeville.com/contact • Join us for our December 4 webcast – http://info.badgeville.com/digital-motivation-for-human-capital-management Badgeville Confidential
Notes de l'éditeur
- How many are you implementing innovation programs this year?
- Innovation has been long been recognized as an essential component of almost every organization, but remains elusive to many. There are many dimensions of innovation that Karen will talk about a little later but I think we can all agree that Innvation is very complex and it is often a challenge to know where to start.
- When we started to look at driving Innovation at our firm, it wasn’t that people lacked ideas, we found that they didn’t know where to begin…We invested in the tools and technology but realized it wasn’t about tools or process. It was about people.
- What drives individuals is different than what drives an entire organization – and the interaction between these factors can directly impact how effective you are at solving complex problems. Before trying to implement any sort of Innovation capability, you need to focus on factors you need to address and we knew that our people were bright and we needed to offer a path….
- There needs to be a shift that puts the people doing the work at the center. Tracking the actual behaviors individuals are performing opens a new realm of analytics that were previously underutilized or unavailable.
- Culture is formed by the collective habits of a team or an organization. The goal of innovation programs should be to create a sustainable, enduring set of habits for the workforce - one that inspires the creativity, sense of mission and unlocks the hidden talents and interests of your employees. Innovative people need opportunities to continually grow and learn, as well as have a sense of real meaning to what they do every day. We designed our People Programs to provide our staff those opportunities and inspire them to reach for more:
- How many of you are using points and badges to incentivize employees?
- There is a human side of technology that is often overlooked. Identify and harness user motivations Design and outline preferred paths to influence behavior Apply social and game mechanics to reinforce desired behaviors in existing tools Design Principles Offer extrinsic rewards that feed a core intrinsic desire Provide opportunities for self-growth Help people find opportunities and a place to belong Reward with Status, Access, Power, Stuff (SAPS) in that order
- There needs to be a shift that puts the people doing the work at the center. Tracking the actual behaviors individuals are performing opens a new realm of analytics that were previously underutilized or unavailable. Giving workers performance feedback through data visualizations and dashboards ensures transparency and empowers the workforce.
- Each person in your team brings unique experiences, education, skills, abilities. You will have 5 minutes to get to know them a little bit better and 5 minutes to come up with your Tech Tank Team Name Use your time wisely….
- Key Insight: Participants are completing milestones early or on time Key Insight: Tech Tank Data Science Participants are engaged Key Insight: Participants are going above and beyond Key Insight: Participants are staying involved Impact – A new group of highly technical employees to be on the front lines of new and interesting work.
- This is the proven BAH methodology which we have executed in multiple programs across the firm.
- These are your goals
- Get caught in analyzing this way… Dimensions of Innovation Management Strategy and intent - objectives and incentives for innovating Processes and practices – process model for managing innovation Culture and people – manage social behaviors in innovation process Organization and infrastructure – enable collaboration Partnerships and open innovation – include partners, customers in process Innovating how we innovate – adopt modern methods, e.g. crowdsourcing High level top
- How do you get people to WANT to innovate? Innovation Not top down mandate Not grass roots, Need to meet in the middle Top down… meets bottom up user centric s Goals – see from Gartner and others… The key is to get them to want to participate are tools and motivation
- +Being able to understand correlations between activities
- Increase Program Awareness Increase Knowledge of Best Practices Increase Asset and IP Creation Improve Retention of Participants Drive Participants to Higher-Value Contribution Identify and Cultivate Leaders