How Internal Wargame Tacticians Facilitate Competitive Simulations and Accelerate Executive Action

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How Internal Wargame Tacticians Facilitate Competitive Simulations and Accelerate Executive Action

  1. 1. How Internal Wargame Tacticians Facilitate Competitive Simulations and Accelerate Executive Action A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// Wednesday 4 December 2013 ~ featuring ~ Tim Smith The Intelligence Collaborative http://IntelCollab.com #IntelCollab Arik Johnson Powered by
  2. 2. Goals and Assumptions…  You feel that you can run a tactical game  Understand when they are appropriate  Teach them to Fish  Focus on Actionability! The Intelligence Collaborative http://IntelCollab.com #IntelCollab  You understand the basic process  You have participated in a game, if not run one  You have the power to make it happen Powered by
  3. 3. Keep it Tactical! α α α The reasons for which we are in this business What we value in the bigger picture Which stakeholders are important to us and why The Strategy α α α How do we plan to satisfy our stakeholders? Which goals, markets (scope), and resources? What will be our basis for competing? Operational Level α α α Links our strategy and tactics Focuses on key market and services positions Specific objectives … e.g. sales or market share Tactical Concerns α α α Operationalizing plans at the front-lines Varies from situation to situation Nearest-term targets, how we make money Vision, Mission, & Purpose The Intelligence Collaborative http://IntelCollab.com #IntelCollab 3 Powered by Our Focus Today
  4. 4. Pick a Straw, Any Straw… Any of the popular wargaming methodologies can be adapted to Tactical games. The key is to pick one and stick with it, until you are comfortable with not only managing the various nuances of the selected process, but also in training your Facilitators to do so as well. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  5. 5. Teach Them to Fish…  Explain the Business Wargaming concept and process  Determine when a wargame is/is not appropriate  Manage the development of materials needed to conduct a wargame  Explain the roles, functions and selection of personnel assigned to participate in a wargame  Anticipate and deal with problems likely to be encountered during a wargaming project. www.Gofishcostarica.org The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  6. 6. Who Makes a Good Facilitator? • Good presentation skills • Creating a logical set of activities to address fundamental business problems • Have the Power to make it happen • Are not afraid to rattle a few cages • Have the Power to take action postgame buckdawson.blogspot.com The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  7. 7. Anticipating Disruptive Threats Mechanics: Good Intel on the Market 8 – 12 People who work in the existing market Outsider ok for this session 6 – 8 Hours Deliverables: Road-Test our Plan under new conditions Better understanding of the potential scenarios Early Warning Indicators The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  8. 8. Shifting Customer Needs / Wants Mechanics: Good Intel on the Customer Segments and Competitors 8 – 12 People who work in the existing market 6 – 8 Hours Deliverables: Tweaks to our Product or Service Tweaks to our Marketing Plan Expected competitive response Unintended consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  9. 9. New Market Segment Entry Mechanics: Good Intel on the new segment 8 – 12 People who work in the existing market 6 – 8 Hours Deliverables: Tweaks to our Plan Expected competitive response Unintended consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  10. 10. New Competitor with Asymmetric Power or Resources Mechanics: Good Intel on the new Player 6 – 8 People who have faced this competitor in other markets 6 – 8 Hours Deliverables: Identify Top Threats Proactive moves we can make Early Warning Indicators The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  11. 11. Leadership Change Mechanics: Good Intel on the key stakeholders 8 – 12 People who work in the existing market 6 – 8 Hours Deliverables: Identify potential resource allocation shift Identify Stakeholder need changes Industry impact? The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  12. 12. Product Extension / New Features Mechanics: Good Intel on the new segment 8 – 12 People who work in the existing market 6 – 8 Hours Deliverables: Tweaks to our Plan Expected competitive response Unintended consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  13. 13. M&A to Acquire IP, Talent, Product Development Mechanics: Good Intel on the potential partner/target 6 – 8 People who are part of the due diligence 6 – 8 Hours Deliverables: Top Opportunities / Threats Expected competitive response Unintended consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  14. 14. In Closing…  It’s all about post-game Action!   Proliferation will lead to sustained use of the process  The Intelligence Collaborative http://IntelCollab.com #IntelCollab Can be designed and run in a manner of days, not weeks… Wargames accelerate decision making, market preparedness, and team building Powered by 14
  15. 15. Questions? The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by

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