ICE2015 Manufacturing SGs Survey v1

7/24/2019 ICE2015 Manufacturing SGs Survey v1

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GaLA

Game and Learning Alliance

The European Network of Excellence on Serious Games

Serious Games in Manufacturing

Companies

Johann Riedel

Nottingham University Business School

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SG Integration in Companies

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SGIntegratio

n

Training

PeopleDevelopment

ExecutiveEducation

Direct SGTraining

Intervention

Change,Strategy,Culture

StrategyDevelopment

ChangeManagement

CulturalAdaptation

ViralDiffusion

Use gamedynamics to

diffuse

Gamification

of operations,

Interaction withCustomer

EmployeeEngagement

CustomerEngagement


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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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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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106 Danish MBA Alumni (graduates)

Does your org. use Games/ Gamification 99% Average years in job: 9.6 years

Industry Sector

MBA Survey

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0% 10% 20% 30% 40% 50%

Culture/Heritage

Aerospace

Retail

Financial Service s

Media

Healthcare

Public Administration/Government

Transport/Logistics

Other________

Defence/Military

EducationIT/ Telecoms

Services

Energy & Utilities

Manufacturing


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Functional Area

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0% 5% 10% 15% 20% 25% 30% 35% 40%

ITC

Other

Quality controlling,

Finance/ accounting,

Transport

Warehouse

HR/Training

Administration

Sales

Design

R&D

Marketing

Procurement

Engineering

Production

Logistics/SCM


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Business Challenges (all that apply)

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0% 10% 20% 30% 40% 50% 60%

Employee turnover,employee competence

Improvement programme(s)/ intervention,

Downsizing

Environment impact/ sustainability

Quality Issues

Virtual team-working

Team-working

Customer service

Employee development

Communication/ conflict resolution

Decision-making/ problem solving

Managing change, resistance to change,

Changing culture, cross c ultural management

Innovation, creativity

Reorganisation/ relocation

Expansion/growth,

Profitability/ cost saving

New market development

Newstrategy development

50%+ 6 challenges:

new strategy developmentnew market development

profitability/ cost saving

expansion/ growth

reorganisation/ relocation

innovation/ creativity

< 50% 3 challenges:

changing culture/ crosscultural management

managing change/

resistance to change

decision-making/ problem

solving

40% 2 challenges:

communication/ conflictresolution

employee development


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Barriers Top 3

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0 10 20 30 40 50

Lack of IT/ technical facilities and support for using Game-based

Other_____________

LowFamiliarity with using technology for Virtual Worlds

LowFamiliarity with using technology for 3D Environments

Not sure of the reliability of the technology

Worries aboutthe integration of Game-based solution in to

LowFamiliarity with using technology for Gamification

Lack of staff who arewilling or experiencedin using Game-

Staff and employee perceptionthat playing games is easy but

Note nough time to use Game-based solutions in our company

Lack of good quality information about Game-based solutions

Unwilling to invest in developing Game-based solution

Lackof knowledge (self, company) about Game-based solutions

Costof using/ developinga Game-based solution

Difficult to estimate the Return On Investment

Lack of awareness of the benefits of Game-based solutions

We use external consultants that help us to solve challenges

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

Lack of information about Game-based solutions practical

Unconvinced of the business case

>40%+ 3 barriers:

unconvinced of thebusiness case

lack of informationon

practical application

not easy/ practical to

develop or use SGs

30 - 40% 3 barriers:

lack of awareness of SGs difficult to estimate the ROI

cost using/developing SGs

Conclusion:Information about the business benefits and practical

application of SGs are the biggest barriers


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What Use SGs for

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0% 10% 20% 30% 40% 50% 60% 7

Recruit new, more competent, employees

To reduce costs related to training

Marketing tool to gain more influence and loyalty from our

clients

To increase ourrevenues

To enter new market sectors

To improve team work

To improve employee motivation/ engagement

As a means to resolve resistance to change

As a means to foster innovation and creativity

To improve employees competences

50%+ Top Uses improve employee competence

foster innovation/ creativity

resolve resistance to change

improve employee engagement

improve team work

Low use:Reduce training costs

Recruit new employees


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Advantages

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0% 10% 20% 30% 40% 50% 60% 70% 80%

Reduce our training costs

Increase our sales

Enter new markets

Improve our products/ services

Becomemore profitable

Increase support for creativity and innovation

Improve our staff competence (team work, self-management,

decision-making, problem solving)

Become more efficient

Make our employees more adaptable

Become a more flexible organisation

Conclusion:SGs have good advantages, particularly for improving flexibility and adaptability


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QUESTIONS

Thank you

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ICE2015 Manufacturing SGs Survey v1

Documents

Transcript of ICE2015 Manufacturing SGs Survey v1