Confidentiality is assured by having non-identifiable team names, such that important but potentially commercially-sensitive lessons learned during an event may be shared. “Who did what” is never attributed to individual teams or real-world organisations. This is why the case studies listed below are anonymous.

The seven examples highlight different Business Game applications. If results are falling short of expectations in a real world business, the same “cause and effect” factors read across to the virtual one. There are three main differences:

  • A virtual business provides temporary protection from the consequences of mistakes; the worst that can happen to a team is finishing with a low score - but that usually indicates more mistakes made and more lessons learned.

  • With Business Games, the time allocated for making policy decisions is similar to real life situations but the elapsed time before consequences become apparent is dramatically reduced - from months or years to a few minutes. (Hence Accelerated Experiential Learning.)

  • As in real life, Business Games include dynamic changes in the economy and the market. Just like turbulence in a flight simulator, these are capable of being exaggerated!


Event Type Options:

Case Study # Sector Version
Student Apprentice Professional Hybrid
1 Fleet Management
2 Telecoms
3 Security
4 Business Consultants 3-part event
5 Conference Planner
6 Business Networking Org
7 Civil Engineering Risk Management

Case Study #1

Client/Sector: New subsidiary of a multi-national corporation / telecoms sector

Primary Contact: CEO & HR Director

Version: Professional/Multi-Team

Total Delegates: >100

Briefing: Following a major re-organisation, the subsidiary needed to change culture, from “cost centre” to “profit centre”. This required radically improved commercial awareness. The business was also being criticised for poor customer service, despite significant investment in dedicated staff training.

Customisation: Scoring system weighted to emphasise the needs of client’s customer base plus related strategic interventions

Key Outcomes: Improved understanding of the need to adopt a more customer-centric approach and how it could be implemented. The root cause of the customer service problem was found to be poor delegation skills with empowerment compromised during the major re-organisation.

Case Study #2

Client/Sector: Consortium of six multi-national corporations / ICT sector

Primary Contact: Business Development Director

Version: Professional/Multi-Team

Total Delegates: 108

Briefing: Directors were concerned that joint venture projects were being compromised by disagreements at middle management level. Reported cause was conflict between different corporate cultures and values. The consortium sought better communications, particularly with younger "fast track" executives.

Customisation: Teams organised with one participant from each company and with complementary skills (finance, HR, marketing, operations, etc.)

Key Outcomes: Intensely competitive team event encouraged participants to put aside differences and manage challenges more effectively. Over the course of the Business Game, participants gradually realised that the ability to compare different perspectives from other disciplines and corporate cultures brought significant advantages.

Case Study #3

Client/Sector: Multi-national corporation / security sector

Primary Contact: Head of Executive Development

Version: Professional/Multi-Team

Total Delegates: 15

Key Objective: Need for accelerated experiential learning to improve knowledge retention.

Briefing: The client had designed a 2-year leadership development program to fast-track talented individuals using specialist subject experts from a leading Business School plus psychometric profiling, mentoring, etc. The challenge was to “find a way to make the newly acquired knowledge stick" throughout the course.

Customisation: Business Game integrated with business school course modules, closely matching content.

Key Outcomes: By running the simulation exercise immediately after the expert speaker sessions, teams were able to share their individual perspectives of the material covered and how it could be applied to turning round the performance of their virtual company.

Case Study #4

Client/Sector: International organisation independent management consultants

Primary Contact: Operations Director

Version/Total Delegates: Three stage, multi-team event comprising:

Part 1: Student Version with 120 delegates

Part 2: Apprentice Version with >80 delegates

Part 3: Professional Version with >130 delegates

Key Objective: The client organisation used this event to encourage overseas members to participate in its first major conference.

Briefing:

Part 1: Illustrated talk and “taster” session at 8 local branches in SE England designed to attract 4 teams for Part 2. (All 8 entered.)

Part 2: Evening event focusing on marketing issues, aimed at attracting teams for Part 3.

Part 3: Full on-line simulation challenge competition. Over 20 teams from around the world took part, culminating in an "Oscars" style awards ceremony at the conference.

Customisation: Teams short-listed for particular awards were encouraged to produce promotional videos.

Key Outcomes: Several consultants started collaborative joint venture partnerships with their fellow team members.

Case Study #5

Client/Sector: US-based conference planning organisation

Primary Contact: CEO

Version: Apprentice / Multi-Team

Total Delegates: 120

Key Objective: Experiential learning integrated with specialised conference program

Briefing: The client had planned an innovative event with several high profile guest speakers, targeting female entrepreneurs and executives. The Business Game provided delegates with an opportunity to apply the knowledge imparted by the speakers immediately after the keynote sessions on strategy, company finance and negotiation skills. The organisers reported exceptionally positive feedback by delegates and speakers in the post-event questionnaires.

Customisation: Decisions and scoring system integrated with conference agenda

Key Outcomes: The “Oscars-style” awards ceremony proved extremely popular. Keynote speakers reported dramatically increased engagement from delegates after their talks.

Case Study #6

Client/Sector: UK business networking organisation

Primary Contact: CEO

Version: Student / Multi-Team

Total Delegates: 75

Key Objective: Highlighting the benefits of greater collaboration between members.

Briefing: To broaden and deepen awareness of the expertise contained within each group. Typical short introductions (elevator pitches) may provide a top-level overview of the various types of business represented but not the level of trust required for meaningful referrals and sincere recommendations. That requires people to collaborate, preferably with a common cause. The team competition provided individual participants with an opportunity to showcase their expertise.

Customisation: Event was reconfigured to be completed in the limited time available.

Key Outcomes: High levels of engagement were seen with all of the groups taking part.

Case Study #7

Client/Sector: Civil Engineering

Primary Contact: Risk Management Consultant

Version: Apprentice Hybrid/Single Team

Total Delegates: >60 (to date)

Key Objective: Increase delegate engagement on Health & Safety Training Course

Briefing: To improve the level of understanding of risk management by middle managers and supervisors in the context of the overall performance of the business.

Customisation: First of a series of hybrid simulations, with additional inputs and outputs unique to the specific application. In this case, these were designed to link specific policies and behaviours with the number of incidents and accidents on a building site and the severity of the consequences.

Key Outcomes: Significantly improved engagement by participants, eager to out-perform teams on other projects.