Games Workers Play

Information technology isn't exactly child's play. But a child's way of learning--playing games--might help adults understand the strategies behind major IT deployments and business-process reengineering.

Root Learning Inc. has customized its RootMap board games as training tools for companies such as General Motors, Pepsi, and R.R. Donnelley, which use them to educate employees about business initiatives such as an enterprise resource planning implementation or business-process reengineering. Those kinds of projects change the way people do their jobs and how business units and departments interact, and the games are built to help break down that complexity.

The games involve moving around a board that uses cartoons and metaphors to describe scenarios such as how a company's competitive landscape is evolving, complete with market facts. RootMap cards also provide a vehicle for collaboration and discussion among employees about concepts such as why a company must go through certain business changes to stay competitive. Players aren't winners or losers, but the sessions spark discussion about winning strategies versus less-successful ones.

R.R. Donnelley, the printing and information-services company, paid about $300,000 to have 3,000 game boards in three customized versions based on initiatives at the company. R.R. Donnelley is using RootMap to educate workers as the company undergoes a business transformation that includes the deployment of new ERP systems, the replacement of 100 legacy systems with four or five integrated systems, and "a major change in culture and behaviors," says Tim Aleck, director of change management.

Customized RootMap board games help employees at R.R. Donnelley understand changes in the company.

"A very important part of our changing universe was to explain the new vision and values to our employees," Aleck says. The game's objectives range from the macro level of explaining how the competitive playing field is evolving to micro situations, such as how replacing an old database will help the company get waste under control, he says.

Aleck weighs the investment in the game against the multimillions of dollars being spent on ERP and other related changes and the benefits that RootMap is bringing. That's especially true when considering the failures of other companies' ERP and other major IT deployments. "The lack of employee buy-in and understanding of processes changes can really hurt big projects," he says.

Root Learning, which says RootMaps typically start at around $30,000, has consultants who work with the client company to customize the road map, or "root map," that engages participants with question and discussion cards. RootMaps don't teach employees how to use new technologies. Rather, they give context for why the technology is being deployed, says Jim Haudan, president and CEO of Root Learning.

R.R. Donnelley plant workers participate in hourlong RootMap sessions in groups of eight to 10, including a supervisor "who does little talking but keeps things on track," Aleck says. The aim is to help the workers understand the changes taking place. "Employees appreciate us sharing information and taking the time to explain where we're investing money and why," he says.

About 6,000 of R.R. Donnelley's 30,000 employees have participated in RootMap sessions, and Aleck estimates 40% to 50% of employees will eventually have a turn.