Tuesday, 25 November 2014

Research, analytics and ideas

Yesterday I was at a meeting of RUGIT - the Russell Group IT Directors. We meet several times a
year to discuss matters of common interest.  Some interesting topics. Support for research is something a number of us are trying to improve. Teaching and Learning has always been more straightforward to support because it is more generic, but research is more specialised.  We looked at what others are doing, and one University had recently surveyed researchers  to find out what they were using to support their own research, and what they needed. Top of the list was information and support - information on what was available, and support in how to use it.

Another area we looked at was Learner Analytics. Analysing data sets to get more information out of them is a big  thing at the moment, and learner analytics involves pulling together many different data sets to find out more about students. This has a number of applications - spotting students who might be dropping behind for example, and intervening quickly to get them back on track. For students, it can help them track their own progress. There's a JISC project under the Codesign Programme looking at this, and JISC have  just produced a report on the state of Learner Analytic int he sector - makes for very interesting reading.

We also shared experiences yesterday on progress in delivering IT support to faculties and depatmetns by staff based locally, but managed by the central IT department. This is the model in many Universites and has been for some years, and most of the rest are moving towards it. Interesting sharing experiences, and looking at how this model has been implemented in different Universities. General concensus is that the benefits by far outweigh any challenges.

This morning I traveled to Oxford for a meeting about the UCISA conference in March which is shaping up nicely - we now have a full programme and some great speakers confirmed.  This afternoon was the Oxford University IT committee on which I sit as an external representative. Very interested in their pilot of an innovation and ideas platform which is soon to be rolled out across the University. Their pilot has generated 26 ideas with 143 people discussing them. they've set aside a proportion of their budget to fund innovative ideas which come through this process - something I want to introduce this next year.


Friday, 21 November 2014

Purple window

Quick round up of the week that's just gone so fast! Spent half a day working with senior colleagues on 'what makes a good manager, and particularly the issues faced with managing diversity. All part of my work with the Equality and Diversity Board. Some very interesting discussions, and we didn't just talk about the commonly discussed diversity characteristics - gender, race, disability, but many others including faith, sexual orientation, social class. There's a whole body of research showing that diverse temas are more productive and solve problems quicker, so we need to ask ourselves what we can do to increase diversity both in our staff and students.

Also had chance to look at our new mobile apps for our HR and Finance system - looking very good. Much better than the desktop versions. Soon you'll be able to carry out many tasks on the go, without having to log in to the complete systems. Some great work from the team - an agile project that's worked really well.

On Wednesday evening I went to a reception organised by our Alumni Office for students who are
recipients of scholarships from the Alumni fund and those who donate to it. It was really great to talk to the students and see how much they benefit from the scholarships. It was also good to see the newly refurbished Firth Hall, with the exposed North Window which has been covered up by sound insulation for years - it looks great.

Another chunk of the week was spent talking to staff about the recent results of our University wide staff survey. I had two drop in sessions, and was pleased so many people took the time to come and talk to me. very tiring, but well worth it.

Monday, 17 November 2014

Final thoughts...

Home from an excellent Gartner Symposium, hope readers of this blog got a feel for the sessions. Of course, it wasn't all work - we did get an evening out at the National Theatre of Catalonia with some very good food, and an entertainment based on Magical Movie Moments - the Fred Astaire and Ginger Rodgers routine was particularly good ;-)

The networking was excellent, and it was good to mix with CIOs and senior IT managers from all sectors. This year I though the ITExpo was very good, with many vendors to talk to. In the evening receptions, there was some very interesting ways of attracting you to their stands....


The difficulty now is capturing the excitement I feel when I'm there, and translating it into real things we can do back at base. There's a number of things I have taken away and am definitely going to act on:

Digitalisation, Digitisation, Digital Moments. whatever words you use, we need a Digital Strategy and should be working on a Digital First, or Digital by Design strategy. We need to idenitfy those "digital moments' that will improve the student experience, support our researchers better or improve processes and use technology to implement them. Use technology to digitalise our processes, not just digitise them


Look at the top ten business and technology trends -  make a top ten list relevant to the University of Sheffield. To socialise this with stakeholders and CiCS to get some joint ownership. To build the lists into strategic and tactical planning and refer to them frequently. And refresh the list every 6 months


The Internet of Things - what could we use it for? Are there "things" that we could make smart to improve our services to students for example? Could we increase the number of self diagnosing things to reduce our Helpdesk calls? Our printers already do this. What else could we do?

Think about implementing Bimodel IT


Saturday, 15 November 2014

Shadow IT

Final session of the conference was a workshop looking at Shadow IT. Lovely defined as investment in acquiring, developing or operating IT solutions outside the control of a formal IT organisation. If nothing else we were clearly told to take away the message that Resistance is futile! IT is now son engrained in everything we do, and the consumer IT space so pervasive, then "IT" is going to happen everywhere. And given that many sessions I've been have been about digitalising the business, we are actively encouraging it. That's not to say that there should be controls in place, and many business critical systems, support and infrastructure should still rest with the central IT department.
So how do we adapt our role to cope with it?
First thing we need to do is take it out of the shadows. Enter a discovery phase, find out what is going on. Then have a plan.

We had a group discussion on our tables, and I was sitting between the CIO of
the European Parliament and the CIO of Europol. We had some interesting debates about what was appropriate. They couldn't really get their heads around our very open attitude!

Then we looked at some examples of good practice, summarised below:


Engage
Need to engage. Will change the role of the IT department.
Get some visibility, find out how much is going on. Share it .

Redefine accountability.
If people are developing or implementing shadow IT they have to be accountable for it. For support, security etc. Put in place processes to do this.

Guide.
Provide guidance to the organisation

Establish boundaries
What areas is it legitable and sensible to allow end user development. What areas are no go areas.
Use this 2 by 2 grid



Things can start in one quadrant and move. Need to keep under review.

Create red lines.
Privacy, security and compliance. Lines which must not be crossed, and there must be consequences.
Requires clarity, training and education.

Exploit Bimodal IT
Become more agile and flexible.

Offer services
Eg vendor and contract management. Hosting. Project management.

Offer tiered support.
Different levels of support for different systems.

Consider accreditation
Train staff, bring them into central organisation and teach them. Then might trust them more.

Have an end user board.
Not just IT department policing things. Let a board come up with polices etc. are risks though!

Use Audit!
Get them on board. Put the policing action on audit, not us.

All very interesting and useful. And reflects closely what we're trying to do in our IT as a shared service project.



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Wednesday, 12 November 2014

The Art of Innovation

Today's keynote was from Guy Kawasaki, the chief evangelist of Canva, an online graphic design tool. Formerly, he was an advisor to the Motorola business unit of Google and chief evangelist of Apple.

He talked about the art of innovation, from his perspective of working with innovative companies such as Apple and Google, and as a venture capitalist. It was an excellent talk, the best so far at the conference, and I wouldn't do justice to it by blogging about it in detail. It was recorded, and hopefully will be on line soon so I'll post a link to it. He gave us top ten lessons to be successful in innovation, and illustrated each one with beautiful stories. Sometimes moving, sometimes funny. I'll just list the lessons so you get a feel for what he spoke about.


1 Make meaning, not just money.
Desire to make the world a better place. You'll probably also then make money.

2 Make mantra
Not a mission statement!
Two or three words.
What is it you deliver. Describe your innovation in 3 words that everyone understands.

3 Jump to the next curve,
Innovation is always at the next curve, not the one you're on.
Step back and define yourself not by what you do, but by the benefit you provide. Example of ice factory. Non of them became refrigerator factories.
Good example of curve jumping companies, Uber, airbnb, task rabbit

4 Make great products.
great products are smart, intelligent,complete, empowering and elegant.


5 Don't worry, be crappy
It's ok to ship a product if there's element of crappiness in it, if it's still better than what was before

6 Let 100 flowers blossom
See what happens.
Example of Apple with the Macintosh. It was including desktop publishing which made it a success, not the standard software on offer on PCs.
Or Avon and their Skin so soft product, designed to moisturise skin, but now sold mainly as an insect repellent
Let the market decide.

7 Polarise people
Some people will hate things, whilst others love them.
Great products polarise people. Apple good example. Great products produce emotions

8 Churn baby churn
To be an innovator you have to be in denial. Ignore people who tell you it won't work. Then flip to listen to people when you have a product. And then improve it

9 Niche thyself
Need to be unique and high value.

10 Perfect your pitch
Innovators have to pitch, for funding, partnerships,
Customise your introduction. Show you know your audience.

Follow the Kawasaki rule of PowerPoint
Limit slides to 10.
Talk for no more than 20 mins
Optimal point size is 30

11 Don't let the Bozos grind you down
If someone tells you you'll fail, you might. But if you don't try, you'll never know.

As I said, great talk, and I was lucky enough to meet him afterwards and get a signed copy of his book.




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Embracing eccentric executives...

.... and that really is the title of this session.

Senior executives may not be normal! Research shows that there's a larger proportion of eccentric behaviour in senior executive teams. May be related to common undiagnosed, mild or hidden mental disorders.
Statistics show that we are probably working with or for someone who exhibits eccentric behaviours.

Three categories of eccentricity: impulsive, egotistical, compulsive.

Impulsives
Very high energy
Difficulty saying on task, exited by certain stimuli
Or extreme risk takers. Extremely innovative. Have lots of ideas
Tendency to not believe that anything takes any time. Find us obstructive.
Also forget about ideas they've had.
Not operationally focussed and maybe reckless

Compulsives
Tend to fixate on details. Extreme micro managers
Require huge volumes of data.
Often give impression that they don't trust you.
Low risk takers
Treat minor issues the same as major ones
Extremely consistent and reliable

Egotistic
Highly motivated to achieve goals
Very competitive
Low degree of empathy.
Can be aggressive or bullying. No sense of the effect they're having on others.
Psychopathic tendencies
Very focused. Not distracted by normal distractions.

Also can have combinations of above.
As you become more senior in n organisation, behaviour often becomes exacerbated.
Are we eccentric? If we believe that everyone around us is behaving strangely, it's probably us!

So how do we embrace the wonderful aspects of eccentricity, and deal with the more difficult ones?

Some organisations surround eccentrics with "handlers" ie people who've learned to deal with them.
Or contain them.
Also compensate with different characteristics. Surround impulsives with doers
Need to set boundaries, can be much more effective than trying to reason with them. If they are unreasonable by normal definitions, no point in trying to reason with them.
Don't pander to the eccentricity.

Really interesting talk, and of course we all played the game of spotting people in each category. None in our senior management team obviously!

I've got a copy of the full research paper, and there are some detail on coping strategies, embracing the positive aspects of eccentricity and dealing with some of the challenges it can create.

I'm off to study it.....










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Making good decisions

Today's talk at the CIO lunch was from Noreena Hertz who was described as a decision making guru. Her book, Eyes Wide Open, is the conclusions from her research into how we can make better decisions in these complex, challenging times.

These were her tips:

Don't blindly follow experts. They get things wrong.
The IBM president who in 1948 said there's room in the world for 5 computers
Or Bill Gates, who said in 2004 spam will be solved in 2 years.
Experts no better than a monkey throwing a dart at a board.

Become a smarter information hunter gatherer
Today, knowledge has been democratised. We can all gather it.
Local knowledge is very valuable.
Listen to the wisdom within an organisation
Also, information widely available of people's own experiences in many areas.
Old fashioned cooperation and collaboration very important.
Gratuitous clip of baby pandas collaborating to avoid taking medicine.
Use Google trends, look at what search terms are being used. All as valuable as published data.
Apparently the PMs office tracks certain search terms and there was chaos in number 10 on 6 October 2011 when there was a huge peak in the search for "Jobs." Work it out :-)

Seek out divergent points of view.
We tend to like getting information that confirms what we believe. Yet innovation is not just about creation of ideas but about their destruction.
Need to seek out people who disagree with us.
Who's our challenger in chief, and are listening to them?

Create teams based on difference
Vast body of evidence that diverse teams solve problems better and are more innovative.
Bletchley park employed diverse teams. Not just mathematicians, but philosophers, Egyptian scholars, classicists. Critical to them cracking enigma code.

Get into decision making shape
Emotions affect decision making.
Stock markets react to how national football teams perform.
Moods affect decisions. Notice what mood you're in.
Physical shape also important. Worst decisions often made when you're tired.
Also, hunger, thirst.

Be careful of the stories you tell yourself
We're not unique.
Even selfies were around in the twenties





And finally, carve out time to think. Every day.




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Why is the CFO on the executive board and the CIO not?


Interesting session about why the CFO is usually on the executive board, and the CIO isn't. Why we should be, and what we should do about it.

Lot of comparison with the CFO :-). So, if someone in your organisation decided they didn't want to use the central finance system and went and opened a Swiss bank account, the CFO would soon stop them. So why do we let people do the same with IT? And why is there reluctance when we say we should have oversight of it all?

What should we do to improve our visibility and get our organisations to understand the strategic importance of IT?

Clarify and communicate business value of IT operations. Expand the CIOs operational responsibilities
Ensure that the CIO addresses full end to end business risks of IT and that the Board recognises their impact.
Expose total technology spend across whole enterprise including shadow IT. Show value of CIOs oversight of it all.
Communicate CIOs strategic value. Join major non IT projects. Talk about strategic impact of IT and digital revolution.
Build board members understanding and confidence about ambiguities and risks the CIO controls. Link digital business issues to enterprise success and survival
Assess and understand the issues. Build valued partner relationships with board members.
Use coaching, mentoring to identify personal development goals. Concentrate on business credibility. Demonstrate personal maturity in your enterprise. Build CEOs trust.

Really interesting session, and lead to lots of discussion afterwards with colleagues, about whether we really wanted to be on the Executive Board.



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Tuesday, 11 November 2014

Banks, vendors and networking

This afternoon's keynote is an interview with Oliver Bussmann, the Group CIO of UBS, a global financial services company. Cue another huge attendance in the auditorium, loud music, flashing lights and a fancy stage setting.



Interesting hearing someone for the banking sector talking about some of the pressures they face, especially around risk management and security. They have to spend a lot on regulatory compliance.
They are also facing a number of disruptive influences, eg ApplePay which are taking advantage of new technologies. Even the underlying technology supporting Bitcoin is making the banks change the way they work.
He confirmed that the role of the CIO is changing, away from the back office function, to a digital leader. Working with the business to drive innovation forward. Something I often bang on about, when people think of us as just the IT department....
The other interesting part of the discussion was the fact that he tweets, apparently this is unheard of from a CIO. He was quite laid back about it, but most of audience horrified.

I also took some time this afternoon to walk round the exhibition. Last night there was a fairly mad reception in there, where I spent most of my time collecting cocktails and freebies! Today I had a much more leisurely stroll round and had some interesting conversations with vendors. There's a lot here, some familiar to us, and some new. This picture shows only about half of the exhibition floor.



Also spent some time in the EXP Lounge ( Gartner equivalent of VIP) networking with colleagues from other institutions, and from other sectors. It's a very pleasant place to spend the breaks, good wifi, lots of power points, a juice bar, and a balcony overlooking the sea. You can even get a massage if sitting in too many sessions gets to you! As there are many sessions running at the same time, you can also catch up with those you've missed as they are all recorded and available in the lounge on demand.


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Digitalising processes

Now a session on digitalising processes. I'm not sure that digitalising is a word, but we'll see....

Moving from paper based process to mobile device is a great advance, but it's not enough value. Can get more value by adding other technologies.

First step on journey is atoms to bits, paper to device
Then human to machine. What work can a machine do that a human does now.
Rethink the work itself. What's the right resource to do it. Human, machine or joint?
Then enable more variable handling of work. So, not about standardisation. If you are a global company, need to take account of differences in culture, in law, in products. Need to scale and keep consistency and manageability

Atoms to bits. Digitising processes. Some examples:
Pay cheque in by taking a picture of it on a mobile phone.
ApplePay. Credit card stored in mobile phone.
Huge improvement in convenience for customer.

Good example of difference between digitising a process and digitalising one of a nurse in a hospital. Give them a tablet to do data entry....
Illustrated in five slides below.
















Utilising the Internet of things, adapters, sensors etc. Everything relating to the patients care is instrumented. So everything nurse used to collect, and a lot more, is now collected by machines. Because so much data being collected, can analyse and look for patterns. Eg by instrumenting the bed can monitor how much sunlight the patient is getting and adjust so that patient gets more.

Use technology to transform work, not just digitise it.
Does take some investment, but paybacks will be significant.

Automation for years has meant replacing physical labour with machines. In IT context it's been about standardising work and reducing paper handling. But, is that enough of an improvement?
We should be digitalising processes to transform people's working lives.

Some more examples...

The quantified self. Wearables, constantly monitoring ourselves. Lots of opportunities to use that data. Who would you share it with and why? Personal trainer? Your doctor? Your insurance company....

Jetdry, make mobile heaters for working in arctic conditions. If they break, they use a mobile machine to heat up the local area and the equipment so it can be repaired. Used to fly a technician out to do repair. Now use a pair of glasses on local field worker to give remote technician a video view so local worker can do the fix. Man/machine cooperation.

Get customers to do the work for you. Report things like broken traffic lights, potholes through a mobile app.

John Dere Combine Harvester, cost about $0.5m. If it breaks down, can miss the harvest. They have instrumented the equipment with sensors, and set up remote service to monitor the data coming in, analyse it, and predict problems and provide guidance about preventative maintenance.

Not just about reducing paper and standardising. Go beyond this. It's about augmenting work or replacing it.
Race with the machines, not against them.

Think about automation and digitalisation


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Mobile Scenario

First session this morning is from Nick Jones again, looks at what's happening in the mobile area.

Mobile impacting our businesses on process level. Very good way of improving efficiency and effectiveness. Also the business methods dimension eg Uber, matching supply and demand and using dynamic pricing. Business moment opportunuities, eg in marketing using location based services.
Can use mobile to change business in novel ways.

Android dominates in handset world and will continue to do so. iOS still very strong. Windows still very niche, struggling to get customer acceptance.
In tablets, android dominating again because of price. iOS still strong. But windows just not there
Laptop market is going down, people buying tablets instead.
Blackberry almost non existent now. Under 0.5% of market share.

The smartphone will be the universal link to the Internet of things. In three ways:
Personal networks, eg wearables
Personal bubbles - devices close by using proximity services, eg smart TVs etc
Cloud connected devices, using smart phones to monitor what's going on in cloud.

By end of 2015 will be 7bn connections in the world.
Major players are Apple, Microsoft, Google, Samsung (especially in smart home area).

Technology trends. In short term: more sensors eg for biometrics, curved and flexible devices, wireless video, accelerometers, new blue tooth and wifi standards
Medium term: personal biometric sensing, new display technologies, new UXs for wearables, increased use of 3D, rich touch

On network front, LTE rollout is continuing, faster in Japan that Europe. 5G total hype at the moment, could be 2020 before deployed. IoT driving new types of networks, new versions of Bluetooth.

Privacy an important issue. Mobile devices are collecting lots of personal data, where we are, what we're doing, how healthy we are. Can be analysed, correlated etc. Need to design in privacy to mobile apps, and may drive change in legislation.

Major challenges facing CIOs in the mobile area:
Skills shortages
New working practices and devices
Making mobile innovation safe and secure
Communication and collaboration tools on devices
Mobile app development and testing
Consumer facing apps coming into the enterprise.

We should be aiming for a future workplace with ubiquitous mobility. People will own multiple devices to which apps will be delivered to. Wearables, BYOD will be ubiquitous and there will be employee autonomy in processes, apps and devices. Employees will innovate. Continual loss of IT control.

In this area, everything moves fast. Need to adopt agile strategies. Focus on managing risk, using agile methods, working with innovative partners, lightweight governance. Bimodal IT fits well. Small, multidisciplinary innovation team using iterative, fast development processes.

Different types of apps:
Convenience, commodity apps eg approving leave. Have to have them, but not exciting!
Process support eg supporting sales force
Process transformation, developing innovative processes, changing the way we work.

Will need multiple app development tools, no one tool will provide everything.

Big challenge is user experience. Because of quality of consumer apps, expectation is higher for enterprise apps. Need to design in user experience.

In security terms, moving away from protecting the device, locking it down, to risk based security. Making innovation safe on untreated devices. Using contextual security, will be more fine grained.

Consumer applications are leading the way in innovation.
Smart spaces eg in retail. Proximity beacons will track where you are in shop, assistant will know who you are and what you've bought. Scary :-)

In app development, need to get these things right:
Deliver business vale
Unlock innovation
Create a user experience with the wow factor
Business processes have to be in place to support the app
Quality, bug free, resilient, scalable
Diversity, on device and platforms.

Things to so:
Sponsor ideation exercises, the mobile, future will be stranger than your current strategy imagines
Stop managing devices, manage data and apps
Adopt Bimodal IT
Pay attention to privacy and security





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Monday, 10 November 2014

The network always wins





Every day there is a special lunch for CIOs with an invited speaker. Today was the author Pete Hinssen and he was fantastic! His latest book, The Network Always Wins I supposed to be very good, but I shall let you know as we were given a copy!

His topic was disruption and he gave a fascinating, entertaining and humourous talk. I hope it was recorded as I'd like to show it to colleagues. I took some notes of the key points he made which are below, might be a bit disjointed but should give you a flavour of what he was talking about.


Technology has never been more interesting, and has never been more disruptive. Technology has become normal.
For example, in July 1980 10 megabyte hard drive was on sale for $4000.
Today you can buy a bracelet which turns into a drone which flies out and takes the perfect selfie, then turns back into a bracelet again. ( note to self. I want

Technology is addictive today. The world is hooked.
Technology is relevant today.
In the old world, technology was special. Not any more.
Impact on society huge.
Huge changes in technology trigger changes in society.
Media, marketing and advertising, and retail have been disrupted.
Even software has, it used to be expensive and difficult now it's cheap and easy.

Information is core to everything we do. Information behaviour changes faster than information systems. It isn't static anymore. It flows.
We are all now connected.
But, networks run on platforms, and there are only five key ones, known as GAFAA they are:
Google; Apple; Facebook; Amazon; Alibaba


Key question for us - in this age of disruption are we going to be active or passive?

Cloud companies are springing up all ver. There's a new "sharing" economy with more than 7000 new platforms in last year. Some examples:
Rent the runway. Rent an expensive bag or dress for an evening.
Trunk club - for men who hate to shop. Get a box of stuff a month. Keep what you like, send back what you don't.

Airbandb Is enormous but it has an IT dept of 3 people. They do everything with Amazon web services


Everything is a network. Not about technology anymore. Networks are being fuelled with information.
Linear thinking is gone.
Organisations have to become networks.

Silicon Valley is changing. Because the role of technology is changing. A 26 year old in a hoodie could be the next big player.


We are in the age of disruption. Radical innovation is here. Look at the driverless car. Google have started delivering shopping in California. Why? Because they have Google maps, lots of algorithms, drones, driverless cars and robots. Soon a driverless car will deliver your shopping and a robot bring it to the door.

Watch the documentary called "Humans need not apply" about machines taking over jobs currently done by humans.

This year a robot built out of lego and a smartphone broke the world record for solving a solve a rubrics cube.

Summary - Technology is changing society and economics. Innovation is non linear.
Can we as CIOs reinvent ourselves to be active and not passive in this era?


Great talk, and my favourite slide was this one to illustrate a particular organisational culture....



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Gamification

In a session now on Gamification or :




Gamification is about engaging and motivating people, not about making them more efficient.
It is the use of game mechanics and experience design to digitally engage and motivate people to achieve their goals.

Three broad categories:
Changing behaviours
Developing skills
Driving innovation

Three target audiences:
Customers
Employees
Communities

Good examples of changing behaviour:
Nike+. Uses number of devices and sensors eg fuelband to measure progress eg for running. Gives you feedback, points and badges. Can connect to friends, integrate with facebook etc. 28m users. Has helped millions of individuals to achieve their goals. No direct selling.

Khan academy. Focuses on flipping the classroom. Do the learning and lecturing at home. Watch videos etc. time in classroom is higher quality time working through problems and issues.
10m students a month and 350,000 registered teachers.
Have demonstrated n improvement in learning.

Example of driving innovation:
Quirky. Founded in 2009, is a community of inventors. Anyone can submit an idea, and best ideas get voted up. If decide to make it, market research, detailed design etc. all done by the community. Rewarded by influence, a point system which is related to the royalties for the product.
334 products developed and have community of 970,000 inventors.

Gamification is not like a video game or rewards system. It is about motivation, not entertainment or compensation.

Motivation is driven by autonomy, mastery and purpose. To contribute to where we're going, to get better at things and to deliver a result that's larger than ourselves.

Gamification uses a digital engagement model. Solves a number of problems:
Scale: digital interactions can connect to audiences of any size
Time: digital interactions are asynchronous
Distance: digital interactions are available anywhere
Connectedness: friends are always close
Cost: digital interactions are lower cost than traditional face to face ones

Need to decide if you want to use gamification, what are you trying to achieve? Need to define what are the business objectives we're trying to achieve. Then who is the target audience and what are their goals. Need to align, ie business objectives have to be met by individuals achieving their goals.

If you can design a gamified solution for use in the workplace it can boost employee agility and engagement, enable different ways of working and exploit consumer oriented solutions.

Most common use cases include innovation management, crowdsourcing solutions, product development process improvement and health/wellbeing.
Employee performance has interesting benefits, but not mature yet, mainly used for sales and Helpdesk teams.

We should be looking to see if gamification could be used anywhere in our organisation, maybe put together a small interest group to research it.









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