Tetra Pak | Tetra Pakman | Delivered while at Publicis Sapient, Sweden | TetraPakMan was designed exclusively for internal use within Tetra Pak, and was never made public.
The challenge:
Tetra Pak was undergoing one of the most complex digital transformations in its history. CRM. Configure/price/quote systems. Marketing automation. A new public website. A logged-in customer dashboard for monitoring packaging machines. Fragmented business units. Disconnected systems. Multiple customer logins. An inconsistent experience at every touchpoint.
Communicating that story clearly to 24,000+ employees worldwide was its own challenge entirely.
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The thinking:
Most would have approached this as a training problem. We started somewhere different. Information is boring. People know they have to sit through it. They do, and they forget it. So the real question wasn't how to communicate the transformation. It was what would actually make someone want to engage with it. It would need to feel like something else entirely. Something people chose to do. It would need to be a game. Not just any game. The transformation had a specific set of key messages that needed to land. What if each message became a power-up? What if learning about the programme meant getting better at the game?
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The idea:
A mobile game inspired by the iconic arcade classic, rebuilt as a modern 3D experience for employees worldwide. Each key programme message was embedded directly into gameplay as a power-up, not explained alongside the game, but experienced through it.
Example power-ups:
SIMPLIFIER
The new CRM system became a power-up that temporarily removed hazards and enemies from the board. Streamlined tools. Simpler work. Felt instantly.
ULTRA SPEED
The new configure/price/quote system dramatically increased player speed. Faster configuration, pricing, and quoting, not described, but demonstrated.
WALL BREAKER
The One Tetra Pak message became a power-up that let players smash through walls and barriers. The breakdown of internal business silos, made physical.
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The result:
A live company-wide leaderboard using real employee names drove competition and repeat engagement across offices and regions worldwide.
Not bad for a training programme.
Gamifying Change
The challenge:
Tetra Pak was undergoing one of the most complex digital transformations in its history. CRM. Configure/price/quote systems. Marketing automation. A new public website. A logged-in customer dashboard for monitoring packaging machines. Fragmented business units. Disconnected systems. Multiple customer logins. An inconsistent experience at every touchpoint.
Communicating that story clearly to 24,000+ employees worldwide was its own challenge entirely.
The thinking:
Most would have approached this as a training problem. We started somewhere different. Information is boring. People know they have to sit through it. They do, and they forget it. So the real question wasn't how to communicate the transformation. It was what would actually make someone want to engage with it. It would need to feel like something else entirely. Something people chose to do. It would need to be a game. Not just any game. The transformation had a specific set of key messages that needed to land. What if each message became a power-up? What if learning about the programme meant getting better at the game?
The idea:
A mobile game inspired by the iconic arcade classic, rebuilt as a modern 3D experience for employees worldwide. Each key programme message was embedded directly into gameplay as a power-up, not explained alongside the game, but experienced through it.
Example power-ups:
SIMPLIFIER
The new CRM system became a power-up that temporarily removed hazards and enemies from the board. Streamlined tools. Simpler work. Felt instantly.
ULTRA SPEED
The new configure/price/quote system dramatically increased player speed. Faster configuration, pricing, and quoting, not described, but demonstrated.
WALL BREAKER
The One Tetra Pak message became a power-up that let players smash through walls and barriers. The breakdown of internal business silos, made physical.
The result:
A live company-wide leaderboard using real employee names drove competition and repeat engagement across offices and regions worldwide.
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15 minutes average daily playtime per user
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2 sessions per user, per day
Not bad for a training programme.