To avoid these pitfalls-and the wasted time, money, and poor strategic decisions that go with them-CEOs and other senior executives should ask tough questions when contemplating war games or answering proposals to use them.
#Wargaming strategic war software
Still others take a cookie-cutter approach and rely on standardized game design software or apply to operational problems the same approach they previously used for strategic or organizational ones. Others foul up the game’s design by not including the right participants. Instead, it concentrated on protecting its core business, minimizing low-end losses, and investing in a major growth opportunity that required new technology and a long incubation period-and has since proved valuable.įor a variety of reasons, many companies don’t learn as much from war games. When actual deal making began and the player on the sidelines announced its intention to become a market leader, the high-tech company didn’t leap into the M&A fray or otherwise lose focus.
Moreover, while there would probably be industry mergers and acquisitions, as the company had expected, the deals were unlikely to kick off a wave of M&A or to have a material impact on the company’s share of any market. The executives also realized that the low end of the product range would face more price pressure than they had been anticipating. After two days of simulations-when teams representing competitors and stakeholders role-played against a “company” team-the executives understood that a strong competitor on the sidelines was likely to enter the market aggressively.
#Wargaming strategic war how to
We can explore individual and group behaviours within the business war game to understand how to improve behavioural dynamics. We use qualitative data on the topic of the business war game and your ecosystem to craft materials that enhance the realism of the exercise. We combine four components to tailor a comprehensive, data-led business war game to your needs, whether its planning support or skills practice. As a leader, you’ll be able to see what each team (tree) is doing, how the organisation (trees) is behaving, how your direct external environment (forest) is reacting, and what impact you’re having on your indirect external environment (wider ecosystem). Our unique approach to business wargaming lets you anticipate how your organisation’s actions would play out in the real world at every level, from individual teams to the wider external environment – it lets you 'see the forest and the trees'.
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