2. ACTION A company with 15 years of
experience applying gaming and
LEARNING
simulation as experiential learning
methodology to the development of
systemic competencies.
SPECIALIST
Training Games started in 1995 with the initial Synergy is our supreme exponent, where all learning
objective of developing games and simulations to occurs around the analysis of the evolution and
make training not only a more effective experience maturity of a group.
but also more entertaining. We still have the capacity
to develop new products and to custom-design Since the beginning we have specialised in those
courses. areas where games and simulation offer better
results than other training methods.
In little more than one year, we went from creating Soft Skills: Communication, teamwork, shared
games that were complementary to training and leadership, creativity and the entrepreneurial spirit
centred on content (1st generation) to nuclear games are without a doubt competencies that are listed in
centred on interrelationships from where training many dictionaries. However, their development is
conclusions are extracted (2nd generation). After two not about a problem of comprehension, or even
years, our level of technological development about being in agreement. They depend on
allowed us to produce 3rd generation games. These believing it, and there is nothing better than
games are open and fundamentally based on experiencing it.
simulators, and their evolution depends on the Systems Thinking: Systems, interrelationships,
decisions made by the participants. No pattern or interdependencies, complexity, uncertainty, are a
rules are followed, not even a decision protocol. whole set of concepts linked to the global vision.
There is only the action framework and an objective. The models explained through simulations are the
Synergy is our supreme exponent, where all learning ideal way to understand and internalize that
occurs around the analysis of the evolution and perspective of whole.
maturity of a group.
Training Games 1
3. The formation of a new team of persons coming from different business
areas, and even from other organisations, to take on a far-reaching project
resulted in the need to develop a training program that would create a
propitious environment for interpersonal knowledge and promote
teamwork. But above all, it was necessary to clearly show the challenges
and problems that we faced, which is the most novel aspect with respect to
a training action. The experience with the Equilibrium Cone was
simultaneously gratifying and successful, given that it combined fun aspects
(games and simulators) and operational aspects (specific work projects) that
satisfied the objectives of both cohesion and efficiency, respectively.”
Ricardo Alonso Fernández
Director of Corporate Banking
Global Banking & Markets
Banco Santander Group
4. SIMULATION & GAMING
Participants retain as much as 75% of the information obtained, because
they «listen, see, ask and act»
Simulation and games, used as learning devices,
facilitate the gathering of knowledge in a variety
of scientific disciplines, making complex realities
easier to understand and combining inter-related
focuses. They help understand dynamic contexts
and are thus ideal for the acquisition of
systematic skills.
Experimentation through games and simulation
enables knowledge to be integrated and
automated and is particularly useful when applied
to improving abilities and even in transforming
attitudes, something difficult to attain using other
methods.
The game plays upon the more excitable nature
of the participant and uses it as a training tool.
The game influences attitudes, improves
relationships, encourages cohesion and team
spirit and generates link networks among the
participants, creating affective bonds between The experiential learning cycle of Kurt Z. Lewin
them. Field Theory in Social Sciences. New York: Harper & Row, 1951
The result is a process of learning, motivation and integration, far more efficient than with traditional training
methods. For the same reason, play can also be useful, on occasions, in overcoming the self-induced block out
produced by the fear that certain training situations bring out in us.
Training Games 2
5. OUR
ESPECIALIZATION
Training Games’ development model is structured
around two dimensions: Efficiency and Cohesion. All Custom courses
research and the standardisation process are directed Unilever: Selling Out
at delving into our areas of specialisation and at
LU: Merchandising
developing the related competencies.
Lafarge: Clienting
The closer we are to the axis of cohesion, the greater Angelini: Coaching
the emphasis placed on relational aspects, and
Endesa: Sales techniques
therefore the selected methodology is also somewhat
more play-oriented.
Custom simulations
Conversely, when we approach the efficiency axis,
training actions become more applicable. The
Danone: Milk Management
methodology continues to be play-oriented, but on Inditex: Shop Management
this occasion the topics in question pertain to the Frigo: Selling Out
company itself and are normally based on real or
Generalitat: Entrepreneurship
immediately applicable topics.
La Caixa: Carterbanc
Training Games 3
6. I met Ricardo Zamora a few years ago. He presented a teamwork
project to us that we were going to love. The truth is that, due to being
novel and atypical, I have to confess, when the presentation was over
my initial idea was to forget about it. However, we tossed the idea
around and decided to send an elite group to take the training. It was a
huge success, a total innovation within our training system, and the
most wonderful thing is that the team had a good time and
acknowledged having learned about subjects as important as
communication, teamwork, work systems, etc. Over the last three
years, our entire team of managers and middle managers has gone
through this training, with excellent results when applying the acquired
knowledge in their usual jobs.
Antonio Mateo Navarro
Director of industrial relations and training
Lafarge
7. OUR OFFER
Collaboration Systems Thinking
Cooplexity, Synergy and Synersim: attended FNER: an attended seminar for developing global
seminars oriented to development of a team- vision and the system approach.
working model in the whole organization. AMED and Majomia: distance or attended
Equilibrium Cone: an analysis workshop on the training that uses simulations to comprehend the
impediments and weak points of an organisation mechanisms of trust, commitment, collaboration
and an Action Plan and balance and their importance in win-win
strategies.
Leadership
Sales Tools
Lead Wheel: an attended seminar oriented at
developing a distributed leadership model. 5 Negotiation Steps: an attended negotiation
seminar that follows five specific phases of
EMOCOMM: an attended seminar based on
analysis for preparing a negotiation, whether it is
theatre techniques, oriented at developing the
collaborative or competitive.
participant’s communication capacity, emotional
connection and empathy. Salesmanship: an attended seminar for learning
sales management.
Active Leadership y Emotionally Active: atended
seminars with the objective of learning the Best Practice: a consultation action to identify
leadership basis and evaluating its importance on and specify the best commercial practices of a
the relationship within collaborators. company.
Entrepreneurship Selling Out: selling out techniques simulations for
mass consumption markets.
CEO: distance or attended training that uses a Clienting: attended seminar focus on client service.
simulator to develop our entrepreneurial Outdoor Training
capacities.
Geo Challenge and The 4 Elements: combined,
Creativiteam: an attended seminar for learning
indoor-outdoor activities for developing
creative techniques that are applicable to interrelationships and communication skills.
problem solving and team management.
TV Game: TV show simulator for big groups
Visual Mapping: an attended seminar for motivation.
learning the visual maps technique.
MORE THAN 500
COMPANIES HAVE TRIED
ONE OF OUR PROGRAMS
Training Games 4
8. Participating in SYNERGY was an intellectual challenge for me due to the
different way of facing a known subject. The idea of breaking with schemes
and not being anchored in traditional ones is perfectly clear. Learning to
dominate my natural leadership in order to adapt it to good teamwork was
another good practice.
Overall, an intense and very recommendable experience for people who
want to learn different methodologies.
Jordi Ballesté
Chief Executive Officer
Angelini Group
9. RICARDO ZAMORA
15 years of experience on teamwork and
collaboration
Ricardo Zamora is Bachelor of Science in Business and a Masters in Business Management from ESADE, one of the
top 10 European and International Business Schools (see at www.esade.edu).
He is Associate in the Advanced Management Program at ESADE Executive Education as well as other School of
Business and at some Latin American Universities. He taught directly to global companies from USA to China.
He founded his own firm called Training Games in 1995, a training consultancy specialized in Simulation & Gaming,
meaning gaming methodologies applied to learning. The creator of simulators such as Salesmanship, Carterbanc
and Synergy, as well as games such as Teaching Cards, Fork, The 5 phases of the sale and Linker.
Zamora has specialized in the development of systemic competences and applies his programs in large corporations
with complex interrelationships. He is the creator of Synergy, an attended seminar that, for two days, submerges
the participants in a situation of growing complexity, uncertainty and change. Using the “behavior simulator”
developed by Zamora, Synergy covers a dual analysis of complementary aspects –personal and business- when
promoting a culture of distributed leadership and teamwork at organizations. Based on the management
behaviours showed in Synergy that systematically appears when facing uncertain and complex environments, he
has developed Cooplexity (cooperation under complexity), a very robust and academically consistent model. He has
published a book of the same name with the results of a 5 years research on the issue.
Large and multinational companies such as Dannon, Heineken, Unilever, HP, Arbora & Ausonia (Procter), Lafarge or
Santander Banking Group are some of Zamora’s customers.
5
Training Games
10. SPAIN
Parque Empresarial La Finca
Pº Club Deportivo, 1 - Edif. 15A, 1ª pl.
28223 Pozuelo de Alarcón
Madrid (España)
T. (+34) 911 887 554
UK
Suite 11897, 2nd Floor
145-157 St John Street
London EC1V 4PY
T. (+44) 203 026 5376
CUSTOMERS
University Partners
ESADE: Management School of Business of Barcelona (Spain)
UTD: University of Texas Dallas
UAB: Universtat Autónoma de Barcelona
Mass Consumption
Cobega (Coca Cola Group), Dannon , LU (Dannon Group), Font Vella (Dannon Group), Heineken, Puleva Food,
Mahou-San Miguel, Grupo Siro, Bimbo (Sara Lee Bakery Group), Unilever, Frigo (Unilever Group), Nestlé, Arbora
& Ausonia (Procter & Gamble Group)
Technology
Telefónica, Hewlett Packard, Thales Information Systems, Adbraintage, Astra, T-System
Pharmaceutics
AstraZeneca, BDF - Beiersdorf, Boehringer Ingelheim, Farma-Lepori (Angelini Group), CibaVision (A No-
vartis Company), Novartis, Roche Diagnostics, Pfizer, Chefaro , Lilly, Medichem
Sector bancario
Santander Group, Banco de Sabadell, Deutsche Bank, BBVA, Caixa de Catalunya, La Caixa
Construction, Real State
Ferrovial-Agroman, Acieroid, Lafarge-Asland, Inmobiliaria Colonial
Health
Sanitas, Sanitas Residential, Mutua del Carme, Asepeyo
Chemicals
Kao Corporation, BASF, AKZO Chemicals
Utilities
REE (Red Eléctrica de España), ENDESA, UNIÓN FENOSA,AGBAR Group
Textile, Fashion
INDITEX, Dimodes, Nike, Venilia (grupo Solvay)
Logístics
DHL
