CIO Straight Talk - Issue 2 - 67

Video games achieve this by constantly providing
feedback and moving their users through increasing levels
of difficulty, a process that serves as a great motivator and
learning mechanism. They also constantly reward good
performance and positive behavior – “you did a good job,
so you get a badge or a medal” or “you can only jump and
run until you get to a certain level proficiency, but now
you have got the jetpack and you can fly.” The virtual
badges may seem trivial, but they are badges of honor in
these environments. Reward and recognition is important
in encouraging people’s performance.
Video games also give you a real-time assessment of how
you are performing a task or how you are progressing over
time in acquiring a skill. Compare this feedback with the
trajectory of a typical job, where you might get promoted,
say, once every four or five years. People desire constant
rewards, recognition and feedback, whether they are
outwardly asking for it or not and we need to tap into this
desire.
While computer games are something we typically escape
to, we also get something out of them. How can we bring
that pleasure, that value into the work environment to
encourage people to work a certain way? This is a growing area of interest for me. More information on it can be
found in the writings of one of my favorite authors Jane
McGonigal.
At The Broad Institute, we have an extremely young
culture and most people probably grew up playing video
games. But gaming is not just a phenomenon of young,
Gen Y men. According to McGonigal’s book Reality is
Broken, 40 percent of women play computer games and
one out of four gamers is over 50. Because of this, I
believe that video games are a tool that can enhance
collaboration across wide swaths of the workforce.

protein. The players in one of these games actually solved
in three weeks, the problem of identifying protein structure
of the HIV enzyme, a result that had eluded scientists for
years(www.pcmag.com/article2/0,2817,2393200,00.asp).
At the same time, it is not just games that provide us with
constant feedback. Social networks are constantly telling
people how they are doing, compared to others or in terms
of a certain level of achievement and encourage people to
do better.
Think, for example, about your LinkedIn profile, which
you are reminded is only “95% complete,” or how we
compare the number of connections that another LinkedIn
member has to the number of connections that we have.
I am convinced that if we give our users constant feedback,
we will get increasingly helpful behavior – they will
provide the right data in the box, upload the right information and use the right tools. This is true for IT everywhere,
not just at The Broad Institute. “Millennials” will dominate
the workforce of the future and will expect to be rewarded
and motivated for everything they do. That will be the key
to IT-driven collaboration in the years to come.

Video games also give you a real-time
assessment of how you’re performing a task or how you’re progressing
over time in acquiring a skill.

Game developers know better than anyone else how to
inspire extreme collaboration – whether found in “World
of Warcraft,” where you build a clan and coordinate
100-person assaults on a fortress in a virtual world or
among teams competing to discover the protein structure
of an enzyme important for HIV drug research.
In online “protein folding games” such as Foldit, teams of
people compete to find the most optimal structure for a

The Takeaway
How do you store a gargantuan amount of data in an organized fashion? Associate metadata with data at the time
of its creation, which allows you to retrieve it without having to remember where things are stored. Don’t forget to incentivize
people to tag the data.
What can IT systems learn from video games? The Millenial generation has grown up playing video games and are used to
feedback-based learning and engagement. A similar reward and feedback-based interactive enterprise IT system could radically
change users’ behavior – and may be demanded by younger workers.

CIO Straight Talk //

67



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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