If you are a child of the 60s or 70s, then you will probably have fond memories of your first Atari console. If you are a product of the 80s, the odds are good that you could
hum the theme song of Nintendo's Super Mario Brothers on command. Even if your childhood decade puts you in the more "vintage" category, you could likely still rattle off video
game jargon based on the hours (and money) spent on your children's video game habits. And if you thought the pastime would be forever stashed away in the attic (or at least
relegated to subcultures of tech nerds), think again:
Video gaming technology has made its grand entrée into the corporate communications space, and chances are good that if you don't already know how to manipulate a controller
(or a "wiimote," if you are a fan of the newest Nintendo console), you are at risk for more than being "uncool." You could be losing golden opportunities to reach your internal
constituents - especially Gen Y-ers - in engaging and innovative ways.
Consider the following a guide for the communications subfunctions perfectly suited to video games, and how to make them work for your organization.
Making Work A Multi-Player Experience
In January 2006, Silvia Avella, communications project manager of Philips Electronics North America, and her fellow team members faced a complex challenge: According to
internal company surveys, the North America region had the worst management communications ratings, and employees reported feeling neglected. The communications team needed a
vehicle to solve both of these problems in one fell swoop, and it had to be innovative to the max. The solution they came up with was so outside-the box that it, well, started
with a box.
"We are always looking for ways to reach employees in creative ways," Avella says. "When we found a need to get managers to communicate with employees, and to get employees to
rely on teamwork to drive business forward, we presented a business case [to senior management] for building a video game to solve the issues at hand."
Because of the market research the communications execs had to defend their case, senior managers were quick to endorse the initiative. With their blessing, the team joined
forces with the IT department and followed a fine-tuned strategy to bring a game to life: "Our brand is 'Sense and Simplicity,' so we had to carry that through," she says. "When
designing a game, always have your brand in mind."
The team put the framework for the game, "Simplicity Showdown," in their regional intranet; before launching it, Avella says, "We touched base with all leaders and communicated
the initiative to them with background, encouraging them to be involved. We prepared everything for them: FAQs and guidance as far as what's expected of them and their
employees."
The basis of the game was simple: Simplicity Showdown was "a team-based competition that aimed to erase silos while building teamwork and camaraderie. It pitted departments
across North America against each other in a collective journey to discover what 'One Philips and Simplicity' was all about." Employees were tested on the company, the management
agenda and even a little bit of pop culture along the way, and managers had to take ownership of their teams' progress.
"Managers were given the responsibility of going online, registering for the game and leading their team during the four-week competition," Avella says. "To get the managers
on board in the first place, we sent postcards to their homes to get their attention when they weren't at work. The postcards highlighted the game and the prizes involved. [The
grand prize was a trip to the Bahamas.] Then, to get the employees more engaged, they had to work in teams to play the game."
But it wasn't all fun and games for Avella's department. "Simplicity Showdown" created challenges for the communications team only because it was so successful: The
overwhelming participation caused the server to crash, and the game had to be shut down temporarily. Avella says these tactics were key to maintaining control of the situation
and keeping employees informed:
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Always have someone online to answer questions and troubleshoot.
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E-mail updates written in a conversational - not corporate - tone, and e-mail them often.
Crisis was averted thanks to the communications strategies, and employees remained engaged throughout the competition. The effort was measured once the game ended, and results
showed that every objective was surpassed.
"The game was monumental in proving how effective new media is," Avella says.
Turning Toads Into King Koopas
Employee engagement isn't the only application video gaming technology has on corporate communications. IBM Corporation has several initiatives in the works to incorporate
online games into its business, one of which aims to develop leaders within the organization. The internal competition, called "War of the Worlds," encourages employees to
complete a variety of tasks, including starting a virtual business or meeting with clients. It's a way for management to build its own consulting business by training its
employees, and, with the help of enterprise software developer Seriosity, it can track the leadership qualities of participants based on how they perform in the game.
"It's a training project," says Ken Ross, CEO of Seriosity. "We knew so many avid fans of World of Warcraft [a popular online game], so we went into the game and found
scenarios that illustrated management techniques. We recorded those, and IBM will implement them for training."
As reported in a recent BusinessWeek article, IBM learning strategist Tony O'Driscoll says, "Games make leaders from lemmings. Since leadership happens quickly and
easily in only games, otherwise reserved people are more likely to try on leadership roles."
A Game For Every Season - And Reason
Both of these real-world examples make a good case for incorporating video games into your online communications portfolio, but they are just two of many. Consider the impact
it would have, for example, on recruiting new employees and communicating with the younger generation of the workforce. Gen Y-ers often think in digital terms, and having
programs in place that speak in this code is an automatic differentiator.
Then there is the potential to bridge gaps in multinational organizations caused by distance and language barriers. "Geographically disturbed companies use gaming concepts to
hold meetings, for example," Ross says. "It's a lot different than e-mail because avatars have expressions and gestures. There's so much more communication going on in that
context."
Plus, according to a post on IBM's Global Innovation Outlook blog, "[In China], the language barrier is high...Gaming could serve as a bridge, both for culture and language,
and even become the platform that delivers the educational and cultural advancement the group was looking for."
Regardless of their organizations' needs, communications execs must consider the benefits of such a non-traditional platform. If they don't, will it be "Game Over?" Perhaps
only time will tell, but companies opt out of the competition at their own risk.
CONTACTS:
Silvia Avella, [email protected]; Ken Ross, [email protected]
Video Gaming Best Practices
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Conduct market research to ensure you have a solid business case when pitching the idea to senior management.
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Identify the objective first and build the game around it.
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Make sure the game reflects the corporate brand.
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Communicate the initiative to leaders ahead of time to get them on board, and always provide them with everything they'll need to know - otherwise, they'll think it will be
more trouble than it's worth.
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To ensure usability, make someone constantly available to troubleshoot and answer questions; consider creating an e-mail account specifically for fielding questions.
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Make the game competitive with constant updates of who's leading.
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Make the prizes something worth winning.