With the strategic support of Whappy and implementing an innovative corporate process reorganization process based on human emotional design , it was possible to define new KPIs related to the daily work of Bata employees.
We have moved on to a new type of data which, unlike sales and turnover, are “contextual” or speaking. That is, able to automatically populate business control dashboards and explicitly explain how and why a certain sales goal has been achieved .
The next step of the problem was to understand how to activate a continuous generation of these types of data and make them available to Bata top management in a recursive mode of cause and effect, that is a practical way to attribute a change of result to a specific change of process / behavior.
Here enterprise gamification came into play because it was not enough to define a new employee journey from above but the priority objective was to make it live spontaneously, that is, that it was totally shared and considered useful for their work by the employees in the Bata stores.
They were therefore studied and agreed together with top management and district managers Bata a set of incentives not only economic but also of strong intrinsic value (not only monetary but also of merit and belonging through medals and leadboards) to increase the involvement and participation rate of employees initiatives related to training, team building, the fulfillment of specific tasks, the distribution of in-store promotions and the control of work processes.
The final result was therefore the construction of a completely new employee journey within the Whappy application following the behavioral logic of the staff and guaranteeing Bata the ability to manage everything in a single solution.