The role of gamification in business process reengineering

Abstract

In the contemporary business landscape, process reengineering has emerged as a pivotal strategy for enterprises to adapt to the digital age. Nevertheless, conventional methodologies frequently encounter the issue of diminished staff motivation, a factor that can impede the capacity for transformation. Gamification has been proposed as a solution to this issue by transforming routine tasks into motivating challenges. The integration of game elements into non-game processes has been demonstrated to enhance employee engagement and optimise business processes. In the context of business process reengineering, gamification has been shown to act as both a motivational factor and an element of strategic management. The impact of gamification varies depending on the form of ownership and the level of digitalisation of the enterprise, thereby confirming the relevance of a thorough analysis of the role of gamification in business process reengineering for the development of effective models of cooperative management and assessment of their impact on organisational effectiveness. The purpose of the study is to analyse the impact of gamification on business process reengineering and to justify the conditions and criteria for the effective application of the method in enterprises with different forms of ownership. The primary hypothesis is to ascertain the significance of the trend of incorporating gamified approaches into the corporate governance system for the digital transformation of enterprises, as well as to verify the varying effectiveness of gamification in enterprises with different forms of ownership. The scientific article elucidates the concept of gamification, its fundamental elements and tools adapted for the optimisation of business processes in contemporary Ukrainian enterprises. The evolution of traditional management methods in the banking sector of Ukraine is considered. It has been determined that state institutions prioritize bureaucratic regulations and compliance, while private enterprises are commencing the partial integration of digitalisation and gamification, albeit with limited implementation. According to data from the State Statistics Service of Ukraine for 2023-2024, this has resulted in a staff turnover of 15-20% in the public sector. Moreover, the article provides information on the impact of gamification on the reengineering of business processes in the financial and economic systems of enterprises. The topology of gamification tools that can contribute to the construction of a rational and optimal corporate governance system is considered. The present study analyses the effectiveness of motivational elements in strategic planning. Information pertaining to the role of gamification in reengineering, in addition to its tools and the impact on staff engagement, is of significance in the realm of enterprise management. This is due to the fact that it has the capacity to reveal potential for business process optimisation, to reduce resistance to enterprise transformation, to stimulate innovation, and to identify risks in corporate ethics and culture. The hypothesis that gamification is more effective in private enterprises than state-owned ones has been confirmed by an analysis of statistical data.