Achieving Exceptional Strategy
Execution with Business
Simulations and Experiential
Learning
Why?
2

Are business simulations
and experiential learning
better suited than
traditional learning
methodologies to facili...
Why the need for Strategy Execution?
An alarming 57% of firms failed to efficiently execute
strategic initiatives over the...
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

4

• Retention is low
• Information is not enough
• Adu...
Business Simulations are powerful tools to
drive behavioural change!

5
What is a business simulation?
Industry or competitive market place
Company
Department
Models, MSRP,
Invoice, and Price
are customized to
the region.
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

15

• Retention is low
• Information is not enough
• Ad...
Retention is low
Average
Retention Rate
Lecture

5%

Reading

10%

Audio-Visual

20%

Demonstration

30%

Discussion Group...
Fortune magazine - Michael Schrage

“successful adults
typically need to
persuade themselves
through their own
experience”
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

18

• Retention is low
• Information is not enough
• Ad...
Information is not enough – adults want to be persuaded
Change in information

i +

i

=

simulation

b

=

Change in beha...
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

20

• Retention is low
• Information is not enough
• Ad...
Chris Argyris
“Argyris & Schön (1978)
Distinguished between single-loop and double-loop
learning.
In single-loop learning, individuals, ...
Double-loop learning
……question the values, assumptions and
policies that led to the actions in the first place;
if they a...
SINGLE LOOP LEARNING
Action
The simulation

Result
Financials and
KPIs

Compare
Group
comparison
Double-loop learning
……question the values, assumptions and
policies that led to the actions in the first place;
if they a...
Learning Loops
DOUBLE LOOP LEARNING
COGNITIVE
Assumptions/
Paradigms

Action

Result

Compare
Inputs

INTUITIVE

T RANSFER...
The A-Ha loop!
A typical simulation experience
Do
Strategic
Planning

Simulation Rounds

2
Pre-Work

3

1

6
5

Know-How Sessions

Apply
...
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

31

• Retention is low
• Information is not enough
• Ad...
What we learned
E = AMC
ActivitiEs
Strategy

Executions
E : Alignment
3 Questions
Alignment

1.Can you summarize your strategy, and
what makes it distinctive, in 30 words or
less?
2.Would your direct repo...
E : Alignment
the right actions and decisions at
all levels
E:A
Where?
E : A + Capabilities
Where?
E : A + Capabilities
» Business Acumen
» Leadership Acumen
» Functional Acumen

+

Systems
Processes
Structure
E:A*C
the right actions, faster
Discretionary Effort
Emotional Commitment
Employee Engagement
High Leverage
Behaviors
Experience the need and impact
of high leverage behaviors
E = AMC
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

49

• Retention is low
• Information is not enough
• Ad...
We are in a VUCA World
Volatility:
Uncertainty:
Complexity:
Ambiguity:
50

15-Oct-13
We are in a VUCA World
 Volatility: The nature, dynamics and speed of change and
change forces; lack of predictability, p...
Knowledge

Assumption
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

53

• Retention is low
• Information is not enough
• Ad...
Traditional

3

Reasons:

Why not?

Buss Sims

3

Reasons:

Why ?

55

• Retention is low
• Information is not enough
• Ad...
If you had to remember one thing
from this presentation!
Business Simulations are powerful tools to drive
behavioural chan...
Thank you and please visit the
BTS stand
alex.kock@bts.com
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock
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Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

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During strategic execution, companies invest considerable resources and leadership time towards building alignment, mindset and capability. However, PowerPoint presentations and off-site events often fail to make the expected impact, as messaging gets lost in the crowd. Traditional methods rely heavily on one-way communication and create missed engagement at a deep visceral level.

Discover how customized business simulations and experiential learning tools can be used to engage people more deeply in the strategy, accelerate implementation, and deliver business results.

Published in: Technology, Business
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Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning, Alex Kock

  1. 1. Achieving Exceptional Strategy Execution with Business Simulations and Experiential Learning
  2. 2. Why? 2 Are business simulations and experiential learning better suited than traditional learning methodologies to facilitate the behavioural change that it is needed to support Strategy Execution
  3. 3. Why the need for Strategy Execution? An alarming 57% of firms failed to efficiently execute strategic initiatives over the past three years * Companies on average deliver only 63% of the financial performance their strategy promised ** It’s no surprise that today’s CEOs identify strategy execution as their most pressing concern.*** * Economist Survey ** Harvard Business Review *** Conference Board Survey 3
  4. 4. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 4 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  5. 5. Business Simulations are powerful tools to drive behavioural change! 5
  6. 6. What is a business simulation? Industry or competitive market place Company Department
  7. 7. Models, MSRP, Invoice, and Price are customized to the region.
  8. 8. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 15 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning priciples • Critical elements needed for execution • VUCA world
  9. 9. Retention is low Average Retention Rate Lecture 5% Reading 10% Audio-Visual 20% Demonstration 30% Discussion Group 50% Practice by Doing 75% Teach Others / Immediate Use From Corporate Universities, Jeanne Meister 16 80% Competitive, simulation-based action-learning
  10. 10. Fortune magazine - Michael Schrage “successful adults typically need to persuade themselves through their own experience”
  11. 11. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 18 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning priciples • Critical elements needed for execution • VUCA world
  12. 12. Information is not enough – adults want to be persuaded Change in information i + i = simulation b = Change in behavior b Experiential learning allows individuals to persuade themselves *Michael Schrage - Serious Play 19
  13. 13. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 20 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  14. 14. Chris Argyris
  15. 15. “Argyris & Schön (1978) Distinguished between single-loop and double-loop learning. In single-loop learning, individuals, groups, or organizations modify their actions according to the difference between expected and obtained outcomes.
  16. 16. Double-loop learning ……question the values, assumptions and policies that led to the actions in the first place; if they are able to view and modify those, then second-order or double-loop learning has taken place….
  17. 17. SINGLE LOOP LEARNING Action The simulation Result Financials and KPIs Compare Group comparison
  18. 18. Double-loop learning ……question the values, assumptions and policies that led to the actions in the first place; if they are able to view and modify those, then second-order or double-loop learning has taken place….
  19. 19. Learning Loops DOUBLE LOOP LEARNING COGNITIVE Assumptions/ Paradigms Action Result Compare Inputs INTUITIVE T RANSFERENCE TO REALITY
  20. 20. The A-Ha loop!
  21. 21. A typical simulation experience Do Strategic Planning Simulation Rounds 2 Pre-Work 3 1 6 5 Know-How Sessions Apply 3-4 Decision Rounds 4 Feedback Sessions Reflect Application Session
  22. 22. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 31 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  23. 23. What we learned
  24. 24. E = AMC
  25. 25. ActivitiEs
  26. 26. Strategy Executions
  27. 27. E : Alignment
  28. 28. 3 Questions
  29. 29. Alignment 1.Can you summarize your strategy, and what makes it distinctive, in 30 words or less? 2.Would your direct reports say the same thing? 3.Do lower levels know where and how they contribute to driving the business?
  30. 30. E : Alignment the right actions and decisions at all levels
  31. 31. E:A Where?
  32. 32. E : A + Capabilities Where?
  33. 33. E : A + Capabilities » Business Acumen » Leadership Acumen » Functional Acumen + Systems Processes Structure
  34. 34. E:A*C the right actions, faster
  35. 35. Discretionary Effort Emotional Commitment Employee Engagement
  36. 36. High Leverage Behaviors Experience the need and impact of high leverage behaviors
  37. 37. E = AMC
  38. 38. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 49 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  39. 39. We are in a VUCA World Volatility: Uncertainty: Complexity: Ambiguity: 50 15-Oct-13
  40. 40. We are in a VUCA World  Volatility: The nature, dynamics and speed of change and change forces; lack of predictability, potential for surprise  Uncertainty: Incomplete knowledge about the current situation. Cause and effect relationships are not evident. Lack of predictability and potential for surprise  Complexity: The multiplex of forces, the confounding of issues and the chaos and that surrounds an organization.  Ambiguity: The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion 51 15-Oct-13
  41. 41. Knowledge Assumption
  42. 42. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 53 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  43. 43. Traditional 3 Reasons: Why not? Buss Sims 3 Reasons: Why ? 55 • Retention is low • Information is not enough • Adults want to be persuaded • Adult based learning principles • Critical elements needed for execution • VUCA world
  44. 44. If you had to remember one thing from this presentation! Business Simulations are powerful tools to drive behavioural change! 56
  45. 45. Thank you and please visit the BTS stand alex.kock@bts.com
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