The financial sector has traditionally been regarded as stable, heavily regulated, and committed to the highest standards of integrity. At first glance, terms like „gaming“ or „gamification“ seem out of place there. But that is a fallacy. Gamification does not mean that pixel heroes are suddenly chasing monsters in a banking app. Rather, it involves the targeted application of game mechanics to business-related and non-gaming contexts in order to achieve defined goals. Simply put, systems like high scores or level-ups make everyday tasks more motivating and lead to positive experiences.
Gamification is not a short-lived fad, but a highly strategic tool for sustainably strengthening both customer loyalty and employee motivation. Robert Liebtrau of WG-DATA has been working intensively on this topic for over a decade and is sharing this valuable knowledge with us.
A common misconception is that only achieving a major goal motivates us and makes us happy. However, an examination of game processes shows that “happiness hormones” such as endorphins are primarily released during the process itself, not just upon its final completion. A tangible example is fitness trackers: that good feeling arises as the step count gradually fills up throughout the day, not just in the evening when the goal is finally checked off. Applied to everyday banking, this means that the path to the goal—whether it’s increasing sales figures or learning new regulations—must be supported by direct feedback and positive emotions in order to achieve a long-term impact.
Some neobanks are already leading the way: Complex financial products that require explanation—such as cryptocurrencies—are introduced to customers through interactive quiz formats via an app. Instead of simply providing dry information, users are gradually introduced to the subject matter and can even win small amounts of the cryptocurrency as a prize at the end. The benefits are twofold: users become aware of new products and, at the same time, develop an emotional connection to the company.
An important foundation for this is the concept of “flow” from psychology. People work with particular focus and motivation when demands and abilities are in balance. If tasks are consistently too challenging, frustration and feeling overwhelmed set in. If they are too easy, attention and motivation decline. This is also referred to as “burnout” or “boreout.” A good gamification concept maintains this balance. It gradually adapts challenges to learning progress and helps employees continuously expand their comfort zone without overwhelming them.
It is equally important to recognize that people act for different reasons. Game designer Richard Bartle distinguishes four basic player types: Achievers, Killers, Socializers, and Explorers. Achievers enjoy collecting points and awards. Killers compete against others. Socializers value cooperation and mutual support, while Explorers enjoy discovering new things and understanding how they fit together.
When it comes to gamification, many companies focus almost exclusively on point systems and leaderboards. However, this approach appeals to only a portion of the workforce. Successful strategies therefore take all types of motivation into account. In day-to-day sales, for example, this means not only highlighting sales achievements but also recognizing collaboration, knowledge sharing, and mutual support.
A project by WG-DATA demonstrates just how effective this approach can be. Robert Liebtrau’s team offers companies an interactive prompt challenge designed to playfully break down reservations about AI tools such as Microsoft Copilot. In a fictional banking scenario, participants solve a criminal case in which contracts and calculations don’t add up. A key aspect of this is storytelling. It transforms bank employees into bona fide secret agents who uncover a financial scandal.
In previous sessions of this format, participating teams spent 90 minutes honing their prompting skills, used AI to analyze complex information, and had their results automatically compiled into presentations. Instead of traditional training sessions, this created a motivating learning experience that allowed participants to immediately experience the practical benefits of the technology.
The case study of WG-DATA shows that transformation doesn’t have to consist of dry training sessions or lengthy manuals. When used correctly, gamification can make change tangible, boost motivation, and provide lasting support for skill development. At the same time, this approach offers the potential to make customer experiences more intuitive, interactive, and thus more memorable. Those who understand and use gamification as a strategic tool create added value for both employees and customers.
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