BREMEN September 2011 European Commission Information Society and Media GaLA Game and Learning Alliance The European Network of Excellence on Serious Games WP7 Integration in Corporate Training Johann Riedel Nottingham University Business School 1

BREMEN September 2011 European Commission Information Society and Media Outline WP7 Objectives Partners & PM Tasks & Timeline Activities Stakeholders SG Integration in Companies State of the Art SG Awareness & Adoption in companies Next Steps 2

BREMEN September 2011 European Commission Information Society and Media WP7 Objectives Investigate how to best integrate different kinds of SGs and SVWs into real corporate training processes Elicit requirements from end-users and corporate training stakeholders Collect, systemize and structure experimental data in order to build metrics Elaborate specific methodologies for an non-intrusive integration of SGs and SVWs in existing training contexts, Gather and nurture a community of corporate users and stakeholders that are interested in studying, assessing and promoting the adoption of SGs. 3

BREMEN September 2011 European Commission Information Society and Media WP7 PM 4 PartnerPerson Months MAN8 Serious Games Interactive 3 ATOS6 PLAYGEN6 UNOTT6 BIBA3 AAU6 AALTO5 CYNTELIX6 POLIMI3 ETH Zurich0 ESADE4 CEDEP4 NURC3 Total65

BREMEN September 2011 European Commission Information Society and Media WP7 Tasks & Timeline T7.1 Corporate user and training stakeholder requirements (CEDEP) T7.2 Metrics for SG in corporate training (Cyntelix) T7.3 Integration methodologies for corporate training (UNOTT) T7.4 Community of corporate users (NURC) » D7.1 D7.2 D7.3 D7.4 5 Task 7.1 Task 7.2 Task 7.3 Task 7.4 WP7 STARTM12M24M36 END

BREMEN September 2011 European Commission Information Society and Media WP7 Activities 6 SoA Survey Interviews Adoption Research Adoption Research Case Studies Integration Taxonomy Metrics Intra-Network Collaboration: SIG1, SIG2, TC2.6

BREMEN September 2011 European Commission Information Society and Media Key Stakeholders Issues and Needs Proof of effectiveness Patterns of Gameplay Observatory - Technologies and Trends Pedagogical Practice Trained Workforce Market awareness, promotion and branding SG Developer Needs Competitive Workforce Successful Education Sustainable Training Innovative & Sustainable Industry Policy Making Branding EU Needs Competitive Workforce Cost Effective Development Proof of effectiveness Pedagogical Practice Rapid Competence Development (reduced time to competence) Generation Y Enterprise Needs GALA World Class Research Cohere European Research Common Research Strategy Engagement & Interchange with Industry Academia Needs

BREMEN September 2011 European Commission Information Society and Media SG Integration in Companies 8 Commercial Benefit SG Corporate Integration Training People Development Intervention Change Mngt, Decision Mkg, Culture Adapt Viral Diffusion Use game dynamics to diffuse Gamification Of operations, Interaction with Customer Indirect Direct Indirect Direct NEW

BREMEN September 2011 European Commission Information Society and Media D7.1 Report ToC 9 1INTRODUCTION11INTRODUCTION1 1.1WP7 O BJECTIVES 11.1WP7 O BJECTIVES 1 1.2WP7 T IMEPLAN 21.2WP7 T IMEPLAN 2 1.3WP7 A CTIVITIES - FIRST 12 MONTHS 21.3WP7 A CTIVITIES - FIRST 12 MONTHS 2 1.4I NTRA -N ETWORK C OLLABORATION 21.4I NTRA -N ETWORK C OLLABORATION TC 2.6 Assessment21.4.1TC 2.6 Assessment SIG 3.1 Business and Management31.4.2SIG 3.1 Business and Management SIG 3.2 Engineering and Manufacturing31.4.3SIG 3.2 Engineering and Manufacturing3 2SG TAXONOMY FOR BUSINESS AND INDUSTRY42SG TAXONOMY FOR BUSINESS AND INDUSTRY4 3SG STATE OF THE ART FOR BUSINESS AND INDUSTRY43SG STATE OF THE ART FOR BUSINESS AND INDUSTRY4 4SG INTEGRATION IN COMPANIES44SG INTEGRATION IN COMPANIES4 5SG NEEDS AND REQUIREMENTS FOR BUSINESS AND INDUSTRY45SG NEEDS AND REQUIREMENTS FOR BUSINESS AND INDUSTRY4 6SG AWARENESS AND ADOPTION SURVEY56SG AWARENESS AND ADOPTION SURVEY5 7SG INTEGRATION METHODOLOGIES IN COMPANIES67SG INTEGRATION METHODOLOGIES IN COMPANIES6 7.1SG I NTEGRATION C ASE S TUDIES 67.1SG I NTEGRATION C ASE S TUDIES 6 8SG METRICS FOR BUSINESS AND INDUSTRY68SG METRICS FOR BUSINESS AND INDUSTRY6 9DISSEMINATION & COMMUNITY BUILDING FOR BUSINESS AND INDUSTRY69DISSEMINATION & COMMUNITY BUILDING FOR BUSINESS AND INDUSTRY6 9.1S TAKEHOLDERS 79.1S TAKEHOLDERS 7 10PLAN FOR NEXT 12 MONTHS710PLAN FOR NEXT 12 MONTHS7 11CONCLUSION811CONCLUSION8 REFERENCES8REFERENCES8 Appendix8Appendix8

BREMEN September 2011 European Commission Information Society and Media SoA Classification of Games – Simulation Level 10 Simulation LevelExample commercial video games World/ God Civilization, Capitalism, SimCity National - Industry Transport Tycoon, Railroad Tycoon Inter-Organizational Kingpin (gangsters game), Wall Street Trader Business/ Organization Theme Park, Theme Hospital Intra Org/ Org processes - Group/ Team - Discipline - Individual Flight Sims, Racing games

BREMEN September 2011 European Commission Information Society and Media 11 Simulation LevelSerious GameTopic Addressed National1.LogLab1.Logistics IndustrySimTelecom SimHealth 1.Telecommunications industry 2.Health service Inter-OrganizationalShare Emergency/ disaster sims Inter-organisational learning Emergency/ disaster planning Business/ Organization The Small Business Game 1.Apples & Oranges 2.The Finance Game 3.SIMBU 4.MOB 1.Sport shop Finance Management of manufacturing companies Mobile operators management Intra Org/ Org processes KM Quest COSIGA Logtrain GLOTRAIN MINT City car Chain game ONE EIS 1.Knowledge management 2.Product development process 3.Supply chain management 4.Product development and production 5.Factory planning 6.Car 7.Supply chain, trading and negotiation 8.Logistics and production 9.Info Systems change management Group/ TeamDecision base Tango Cayenne Livon The Business Game – Trelleborg Business Networking Game Knowledge Management Simulation Game PRIME Beware 1.strategic business decisions 2.managing intangible assets 3.developing a project 4.marketing differentiation & segmentation 5.market 6.insurance: car travel and home 7.Knowledge management 8.strategic management, negotiation, business 9.supply network, risk management Discipline1.Seconds1.Impact of strategic decision making Techniques1.The beer game 2.JIT game 3.refQuest 1.Management of supply chain 2.Just-in-time production 3.Support for idea-generation Individual1.The Business Game 2.The Enterprise Game 3.Business banking game Branch 4.Business Banking Game Group 5.SPIKO 6.The Supply Net Game 7.Virtual Leader Management Enterprise management Human resources Management, finance Mediating collaboration skills Dynamics of supply (warehousing and distribution policies) Leadership skills Riedel, J; & Baalsrud Hauge, J. (2011) State of the Art of Serious Gaming for Business and Industry, In: Thoben, K-D; Stich, V. & Imtiaz, A. (Eds) Proceedings of the 17 th International Conference on Concurrent Enterprising, June 2011, Aachen, Germany, Centre for Operations Management (FIR), RWTH Aachen, Aachen. ISBN

BREMEN September 2011 European Commission Information Society and Media SG State of the Art - Analysis 12 Simulation LevelNo. SGs National 1 Industry 2 Inter-Organizational 5 Business/ Organization 5 Intra Org/ Org processes 9 Group/ Team 9 Discipline 1 Techniques 3 Individual Total 7 39

BREMEN September 2011 European Commission Information Society and Media SG Adoption Serious games show much potential for corporate training We suspect low adoption of SGs in corporate training & low (50% at best) awareness of SGs Why haven’t they been adopted as widely as one would expect? What are the barriers? How do we, as SG researchers and developers, overcome the barriers? 13

BREMEN September 2011 European Commission Information Society and Media TAM – Technology Acceptance Model 14

BREMEN September 2011 European Commission Information Society and Media Building Critical Mass 15

BREMEN September 2011 European Commission Information Society and Media Virtuous Circle Strategy 16 Innovators Consortium Early Adopters Opinion Formers Inter- mediaries CompaniesIndividuals

BREMEN September 2011 European Commission Information Society and Media Survey on Corporate Training & Serious Games Targeted at the corporate training sector To assess the level of awareness of serious games To assess the level of adoption/use of serious games To assess the level of experience with serious games To assess the usage areas and benefits To assess the barriers to adoption -> improve research and development of future serious games, better targeted at industrial training needs Initial pilot in UK (June-July) Roll out to European countries? Baalsrud Hauge, J. Riedel, JCKH; & Azadegan, A. (2011) Identifying the Baseline for Serious Games in Corporate Training, In: Smeds, R. (Ed.) Co-Designing Serious Games: Proceedings of the 15th Workshop of the Special Interest Group on Experimental Interactive Learning in Industrial Management of the IFIP Working Group 5.7 in collaboration with the EU Network of Excellence Gala, 5-7 June 2011, Espoo/Helsinki, Finland. Aalto University Science + Technology series publication 10/2011, Helsinki, pp1-9. ISBN

BREMEN September 2011 European Commission Information Society and Media Survey Responses 18 sample of 300 companies: –the 100 best companies to work for –the 100 most profitable companies –the 100 fastest growing technology companies These lists complied by a leading UK newspaper (The Times). Postal questionnaire 11 companies responded with fully completed survey Response rate 3%. This is lower than expected for a postal survey (10%). Results need careful interpretation.

BREMEN September 2011 European Commission Information Society and Media SG Awareness & Adoption 19 36% Aware of SGs < 10% Using SGs 60% Slow Adopters of SGs 40% Early Adopter & First Follower – Positive Result

BREMEN September 2011 European Commission Information Society and Media Adoption S-curve: RFID & SGs 20 Diffusion (%) SGs 40 SGs 10% RFID

BREMEN September 2011 European Commission Information Society and Media Training Methods 21 Classroom 60% Role Play 45% Business Games 30% Phone follow-up interviews (number of companies)

BREMEN September 2011 European Commission Information Society and Media SGs for Hard & Soft Skills Training 22 SGs for Soft Skills SGs for Hard Skills

BREMEN September 2011 European Commission Information Society and Media SGs & Benefits 23 Become more efficient 40% Improve staff competence 36% More flexible company 30%

BREMEN September 2011 European Commission Information Society and Media Next Steps 24 To carry out follow-up interviews with survey respondents To carry out the SG survey in several European countries? To run the survey with relevant associations To improve the response rate eg. European Chief Learning Officers Association To do case studies on ‘best practice’ serious games use 4 identified Continue SoA and Taxonomy work with SIGs 1 & 2 & Metrics with TC2.6 on Assessment