Born in Norway, lived in Switzerland and Spain, now living in the south of France. Educated at ETH Zürich, Switzerland and INSEAD, France. Done multiple LBOs, founded a few companies and advised on Mergers & Acquisitions world wide. Now entirely focused on Enterprise Software and a radical break with all former how-to-run-your-business assumptions and systems architecture - distilled into a new solution named Thingamy. Spending time off running orienteering races, cycling, skiing and snowboarding.
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4 responses to “Gamification, dashboards, search and enterprise failure”

  1. Gamification, dashboards, search and enterprise failure | BBGUniverse

    […] Gamification, dashboards, search and enterprise failure AKPC_IDS += "13917,";Popularity: unranked […]

  2. Automation, Gamification, and the Cloud | Collaboration for Good

    […] Gamification and dashboard are bad – nice-looking dashboards and gamification (as a means for promoting engagement) are in. But should they? Bookmark on Delicious Digg this post Recommend on Facebook Share on Linkedin share via Reddit Share with Stumblers Share on technorati Tweet about it Subscribe to the comments on this post Tell a friend You might also enjoy…Sorry, no related posts for this article This entry was posted in Links and tagged amazon, cloud, gamification, marketing by Josh Dormont. Bookmark the permalink. /* […]

  3. JP Rangaswami

    Hi Sig, sorry but I didn’t rise to the bait, largely because I agree with what you say. I thought I said something similar. I am sure you read my whole post before you wrote yours, so I have to assume that the “disagreement” is in the semantics. In which case I won’t be adding any value by talking about angels and heads of pins.

    I don’t believe in extrinsic rewards based gamification. I do believe a framework is needed, but my ideas of framework were about patterns and not processes, for the reasons we agree.

    More perhaps later.

  4. sig

    JP, glad we agree – and I suspected as much – so clarifying semantics by juxtaposition is useful then :)

    Interesting though what you now introduced – patterns vs processes!

    If you mean patterns in how a unstructured process slowly moves into and becomes a pattern – which they tend to do, then I’d ask what if there in fact was a (proper, not the old world type, aka org hierarchies, budgets, rules etc.) framework for the patterns, i.e. the process flows found to work well?

    Three things would happen:

    1. The pattern would not be crafted nor influenced by business rules, budgets and positions – the pattern (process flow) could be crafted by strategy and reality only.
    2. The dissemination of knowledge would be way faster, no need for training if the pattern is embedded in an IT workflow framework.
    3. Build and retain Intellectual capital: The patterns (aka culture) could be embedded and be developed independently of people who tend to don their coat walking out the door with 20 years of experience (that really should be the property of the employer).