Stora organisationer låter ofta sin strävan efter innovation hållas inom dedikerade innivationsavdelningar. en snabbt föränderlig värld måste innovationsprocesser öppnas för bredare kretsar. Den här studien undersöker hur man med hjälp av dagens teknik och spelifiering (“gamification”) kan underlätta kunskapsdelning i större organisationer. Studien undersöker också effekten av spelifiering på användarnas upplevda engagemang. Studien har genomförts tillsammans med den nordiska banken Nordea där en innovationsplattform (dvs en virtuell plats där de anställda kan dela sina idéer) utvecklades på två olika sätt: en konventionell och en spelifierad design. Studien följer principerna för designtänkande, och började med en inledande användarundersökning (tio intervjuer) och fortsatte med en prototypdesign som slutligen testades med sju anställda. Den konventionella designen upplevdes som bra av majoriteten av studiens deltagare, som framför allt tyckte att den var enkel och användbar. Vissa av dem upplevde dock att den var tråkig och i stort lockades de inte av den. Den spelifierade designen hade en mer generell acceptans. Respondenterna påtalade att de skulle bli motiverade till att regelbundet använda plattformen på grund av inslagen av spelifiering. Mer specifikt uppskattade studiedeltagarna i hög grad poängsystemet, och även möjligheten att jämföra sig med andra och att tävla mot sina kollegor. I själva verket föredrog samtliga studiedeltagarna den spelifierade versionen när de blev frågade om vilka av de två versionerna av plattformen som de skulle föredra att använda dagligen. Ett av de kvantitativa mätvärden som användes, den subjektiva tidsuppfattningen, motsade emellertid resultaten från intervjuerna, vilket lämnar utrymme för ytterligare utredning. Sammantaget tyder resultaten från denna studie på att det i stora organisationer finns potential att öppna innovationsprocesserna och engagera fler medarbetare i dem. Att lägga till element av ’gamification’ i sådana försök kan visa sig vara en stor förbättring, eftersom det kan öka medarbetarnas engagemang och ansluta dem till innovationsslingan och ge flera fördelar för företaget. / Large organizations often constrain their innovation quests only inside the silos of dedicated departments. However, in the rapidly changing world, innovation processes needs to be opened to wider circles. This study investigates the facilitation of knowledge sharing in large organizations and the effect of gamification on the perceived engagement of users. The specific use case was the nordic bank Nordea, where an innovation platform (i.e., a virtual place where the employees can share their ideas) was designed in two variations; a conventional and a gamified one. The study followed the principles of design thinking, starting with some initial user research (10 interviews) and getting to a prototype design that was ultimately tested among 7 employees. The conventional design was experienced to be good by the majority of the study participants, who in particular found it simple and usable. However, some of them experienced it to be boring and in general, it did not excite them. The gamified design on the other hand, had a more universal acceptance. The respondents stressed that they would be motivated to use the platform on a regular basis because of the elements of gamification. More specifically, study participants appreciated the point-system a lot, and also the ability to compare themselves to peers and compete against their fellow colleagues. In fact, all participants of this study preferred the gamified version when asked about which of the two designs they would prefer to use daily. However, one of the quantitative metrics that were used, namely the Subjective Perception of Time, contradicted the findings from the interviews, leaving space for further investigation. All in all, the results of this study suggest that in large organizations, there is the potential of opening up the innovation processes and engaging employees in them. Adding elements of gamification on such attempts can prove to be a great enhancement, since it can increase the engagement of the employees and hook them in the innovation loop, bringing multiple benefits to the company.

Purpose – The purpose of this thesis is to continue the research on Agile teams in large projects and large organizations. Specifically, this thesis seeks to understand what key success factors there are for enabling autonomous Agile teams at large-scale and how they can be prioritized. Method – This thesis is based on a case study at Saab AB, a large Swedish firm within the defense industry. In addition to the case study, interviews with representatives from three separate firms were conducted. The data consist of 13 interviewees with employees at Saab AB and three from the separate firms. A thematic analysis of the data was conducted following a six-step procedure. Results – The results show eight themes with accumulated key success factors from extant literature and empirical findings from this study. The themes are Context, Agile Approach, Other, Dependencies, Planning & Goal Setting, Management Support, Team Stability and Culture, and they are prioritized in that order. Furthermore, a diagnostic questionnaire is established as a tool for managers and teams wanting to enable autonomous Agile teams at large-scale. Theoretical Implications – This thesis contributes to current literature by combining theories of autonomous teams and Agile at large-scale, and by presenting key success factors for this combination to work. It also adds to lacking theory of autonomous team at large organizations. Practical Implications – Autonomy is a central function of Agile teams. Agile methods are becoming increasingly popular at the large-scale. Understanding the key success factors presented in the findings and reviewing the questionnaire, managers can further their enablement of autonomous Agile teams at the large-scale and understand how far they have come. Similarly, teams can understand how they can contribute.

In my graduation theses I tried to define the system of human resource management in large companies, to analyse the requirements, and to predict developing trends in this sphere of business. According to the provided information I also made a compare of two products that are used in large firms based on portal fort the employee. For my work I mostly used information from companies that develop these systems, specialists in this field and from literature or other sources of information. All the sources are listed at the end of the theses. The theses are devided into five main parts: definition of the human resource management systems, description of large companies, requeirements, procedure of choosing the system for their comparison and the final recommendations, conclusions.