GaLA

Game and Learning Alliance

The European Network of Excellence on Serious Games

Serious Games in Manufacturing

Companies
Johann Riedel
Nottingham University Business School

Belfast
22 June 2015

ICE Conference

European Commission
DG CONNECT

SG Integration in Companies

SG
Integratio
n

Training

Intervention

Viral
Diffusion

Gamific
ation

People
Development

Change,
Strategy,
Culture

Use game
dynamics to
diffuse

of operations,
Interaction with
Customer

Change
Management

Cultural
Adaptation

Executive
Education

Belfast
22 June 2015

Direct SG
Training

Strategy
Development

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Employee
Engagement

Customer
Engagement

Screen Shots

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Serious Games Adoption in Industry

Survey of top 300 UK firms in 2011
Training Managers
Low response rate 3%
Indicates the term Serious Games not widely known

Games & Game Based training methods used

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European Commission
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Company Needs - SG Survey

Decided to re-launch SG survey in 2014
Target MBA Alumni
Graduates
Working in industry
Diverse Industry sectors

Shortened Survey only 5 questions

Online Survey
Three business schools: U Nottingham, Cedep, ESADE
Very low response rate (not allowed to email the individuals)

AAU Telephone questionnaire

July-August 2014, Very successful

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ICE Conference

European Commission
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MBA Survey

106 Danish MBA Alumni (graduates)

Does your org. use Games/ Gamification 99%
Average years in job: 9.6 years
Industry Sector
Manufacturing
Energy & Utilities
Services
IT/ Telecoms
Education
Defence/Military
Other________
Transport/Logistics
Public Administration/Government
Healthcare
Media
Financial Services
Retail
Aerospace
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Culture/Heritage

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0%

10%

20%

30%

40% 7 50%

Functional Area
Logistics/SCM
Production
Engineering
Procurement
Marketing
R&D
Design
Sales
Administration
HR/Training
Warehouse
Transport
Finance/ accounting,
Quality controlling,
Other
ITC
0%

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22 June 2015

5%

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10%

15%

20%

25%

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30%

35%

40%

Business Challenges (all that apply)

New strategy development

50%+ 6 challenges:

New market development

new strategy development

new market development
profitability/ cost saving
expansion/ growth
reorganisation/ relocation
innovation/ creativity

Profitability/ cost saving

Expansion/growth,
Reorganisation/ relocation
Innovation, creativity
Changing culture, cross cultural management
Managing change, resistance to change,
Decision-making/ problem solving
Communication/ conflict resolution

< 50% 3 challenges:

Employee development

changing culture/ cross

cultural management
managing change/
resistance to change
decision-making/ problem
solving

Customer service
Team-working
Virtual team-working
Quality Issues
Environment impact/ sustainability
Downsizing
Improvement programme(s)/ intervention,
Employee turnover, employee competence
0%

40% 2 challenges:
communication/ conflict
resolution
employee development
Belfast
22 June 2015

10%

20%

30%

40%

50%

60%

<20% 6 challenges:
virtual team working, quality, environment/
sustainability, downsizing, improvement
programmes and employee turnover

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Barriers Top 3
Unconvinced of the business case

>40%+ 3 barriers:

Lack of information about Game-based solutions practical

It is not easy, or practical, in our business to develop/use Game-

unconvinced of the
business case
lack of information on
practical application
not easy/ practical to
develop or use SGs

We use external consultants that help us to solve challenges

Lack of awareness of the benefits of Game-based solutions
Difficult to estimate the Return On Investment
Cost of using/ developing a Game-based solution
Lack of knowledge (self, company) about Game-based solutions
Unwilling to invest in developing Game-based solution
Lack of good quality information about Game-based solutions
Not enough time to use Game-based solutions in our company

30 - 40% 3 barriers:

Staff and employee perception that playing games is easy but

lack of awareness of SGs

difficult to estimate the ROI
cost using/developing SGs

Lack of staff who are willing or experienced in using Game-

Low Familiarity with using technology for Gamification
Worries about the integration of Game-based solution in to
Not sure of the reliability of the technology
Low Familiarity with using technology for 3D Environments
Low Familiarity with using technology for Virtual Worlds
Other_____________
Lack of IT/ technical facilities and support for using Game-based
0

10

20

30

40

50

Conclusion:
Information about the business benefits and practical
application of SGs are the biggest barriers
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What Use SGs for

To improve employees competences
As a means to foster innovation and creativity
As a means to resolve resistance to change
To improve employee motivation/ engagement
To improve team work
To enter new market sectors
To increase our revenues
As a Marketing tool to gain more influence and loyalty from our
clients
To reduce costs related to training
Recruit new, more competent, employees
0%

50%+ Top Uses

10%

20%

improve employee competence

foster innovation/ creativity
resolve resistance to change
improve employee engagement
improve team work
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30%

40%

50%

60%

Low use:
Reduce training costs
Recruit new employees
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70%

Advantages
Become a more flexible organisation
Make our employees more adaptable
Become more efficient
Improve our staff competence (team work, self-management,
decision-making, problem solving)
Increase support for creativity and innovation
Become more profitable
Improve our products/ services
Enter new markets
Increase our sales
Reduce our training costs
0%

10%

20%

30%

40%

50%

60%

70%

80%

Conclusion:
SGs have good advantages, particularly for improving flexibility and adaptability
Belfast
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SG Survey Conclusion
SGs have attractive advantages & can address business
challenges:

new strategy development, new market development, innovation/

creativity, changing culture/ cross cultural management, managing
change/ resistance to change
decision-making/ problem solving

Information about the business benefits and practical

application of SGs are the biggest barriers

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22 June 2015

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European Commission
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13

Thank you

QUESTIONS
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14