Thank you for choosing mobileLACE for your innovative digital transformation journey; Our Case Studies will show that Transformation Constraints can be mitigated by using our tested and now proprietary, innovation solutions for technology and business provided inside our mobileLACE Digital Transformation Platform.
Case study time was 8 months – when ATT bought Direct TV and major changes were underfoot as well as a move to Boston. In 2021 – as I write this, Sony
Entertainment (NYSE:SNE) is the parent company and 100% owner of GSN aka Game Show Network once again.
GSN is the social gaming unit that produces and offers original and classic game programming like Scrabble, Wheel of Fortune and Jeopardy for Sony. They’re online and mobile game presence offers nostalgic and modern experiences to millions through web apps on mobile, and televised versions of games on U.S. based cable networks carried by DIRECTV.
My business and technology transformation experience started in 1994 – you can listen to earlier case studies Telecommunications: MCI WORLDCOM, and International Real Estate – specifically, Eco-Tourism on the Placencia Peninsula of Belize, CA on our “Digital Alchemists” podcast. As an Enterprise Business Analyst, Enterprise Transformation Coach and CEO, I have strategized solutions from the 1990’s until 2019 – when I took collective, collated experiences from over 25+ years and strategized the mobileLACE model. Then with the mobileLACE team we developed it in 2020-2021 into a digital transformation platform.
In 2013 GSN’s transformation constraints were:
* Increase Customer Satisfaction
While Moving to 100% Agile Development
* Retain Market Share –
With New Innovative Plays
* Beneficial Prioritization for Both Short Term/Long Term Needs/Goals
However, creating new innovative functionality planned for use down the road (a must to remove stale experience – to meet changing player personas) without missing a corporate revenue beat, requires out-of-the-box thinking. Much like game designers did when they began utilizing mesh to help innovation blossom and modularity arrive, the latter mostly to diminish hardware intensity, GSN needed to affect efficient new feature development that delighted.
Okay – Let’s game on…
Because hidden relationships between external variables- such as social influence, achieving a spectrum of hedonic experience that motivates specific demographic groups to action (sometimes unknown) and the game’s perceived ease-of-use by the gamer (also unknown) often determines return-play, due to satisfaction. All of these criteria must be transparently understood to prioritize.
The initial behavior derived from game theory – where economics and math correlates the strategic potentiality of game from play to pay-off – was helpful for certain scenarios that played out – but not enough.
As evolutionary game theory began to multiply and blossom – focusing on the interpretation of actual moves that “rationally motivated” players take – software game designers began to understand better what additional features (or bells and whistles) would create a never-ending level of enjoyment. This demand theory followed at GSN.
However, GSN also knew that getting outside of the gaming headspace of the industry and into other remarkable aspects of the gamer’s journey: like graphics and content, is where the real innovation play was going forward. Strategy and animation or new mechanics for game design – that make the gamer feel good or entertained, would be the ultimate transformational journey.
Still we continue to have the short term long term dilemma!
Modeling With Agile For Customer Satisfaction:
Defining gaming requirements that create customer satisfaction takes extreme personal knowledge of your players/customers. The initial behavior derived from game theory c.1944 – where economics and math correlate the strategic potentiality of game play to pay-off scenarios, was helpful but not enough for online, technically savvy, isolated gaming.
Interpretation of the actual moves that – rationally motivated players take was required for Product Owners to really assist software game developers and designers when building additional features that would actually create a never-ending level of individual persona enjoyment. This demand from game designers was followed at GSN with technology breakthroughs, but AI was not yet at the peak it is while I write this case study. And, the customer journey concept was ramping up for the Agile approach in 2013 – also, the integration point of the AT&T merger.
Retain Market Share – Innovate
Getting outside the gaming head space of the industry into being recognized for other remarkable aspects of gaming: like graphics and content, is where the real innovation play was going in the future. Animation or new mechanics for game design that make the gamer feel good – or entertained, and an understanding of anthropology and intrinsic motivation was at its birth combined with the ultimate transformational online, individual and televised journey.
Even the original televised syndication of JEOPARDY (1964) had the exogenous “set,” host fashions, and topic up-date from time to time – with new features being added incrementally to the brand – like the Jeopardy app in 2017. However, individual GSN web games were built on older platforms with tremendous tech debt – created pre-Agile, making it difficult just to get needed value out the door. Our innovation solution started with a process for evolutionary architecture including the embedding of tech debt with TAM retention budgets for – the web game functionality to advance. Both the above solutions used the new funnel and the Balanced Scorecard Framework by Kaplan.