Gamification Business Case - Corporate Culture Campaign Using Gamification

The corporate culture campaign was created to assist employee with internalising the four corporate values and demonstrate those behaviours with ownership and accountability while undertaking responsibilities in the departments under AKPK.

Project Overview

AKPK's corporate values were launched in 2014 and a project committee was formed in 2015 to introduce the values to all its employee. The committee was tasked with guiding employee through the internalisation process with the aim of improving work ethics and overall work performance.

The four corporate values of AKPK consist of Learning, Productivity, Integrity & Sincerity, and Nobility in serving customers. The acronym and short form LEPIN was coined to represent the suite of corporate values.

Prior to the gamification application which was introduced in 2019, AKPK utilised various creative methods and devised internal programmes to engage with employees so that they may familiarise with the values. From 2015 to 2018, the corporate values were instilled in the workforce through team building sessions, lectures, training and internal campaigns lasting between one to three months.

The Goal

The corporate culture campaign was created to assist employee with internalising the four corporate values and demonstrate those behaviours with ownership and accountability while undertaking responsibilities in the departments under AKPK. The team had to ensure the internalisation process was equally effective no matter if employees were located at the headquarters or branches. In addition, having attempted various methods of coaching employee on the corporate culture, the project committee discovered that gamification had the most positive impact and longer-lasting benefits for all who were involved.

The Challenge

The biggest challenge during the implementation of the 2019 campaign was to get every employee on board while utilising unfamiliar technology and involving employee across multiple departments and generations to achieve the set objectives. With a total of 12 locations spread across the country, the inter-office engagement was crucial and a key factor of the campaign’s success.

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