2020 Simulation

2020 Simulation

Do you recognise this?

In a rapidly changing world change is becoming the norm. Most organisations are streamlining and consolidating, redesigning or improving their business processes, adopting new emerging technologies and new ways of working, aligning with changing customer demands and a focus for sustainable growth. Programs are initiated, A process for managing the change is started, Some attention is given to the aspects of organisational change, but these are often fragmented and poorly aligned resulting in confusion, resistance, wasted time, effort, energy and costs, and creating a risk to the well intended aims of the change.

Why is this?

Management of Change is not given enough continual attention and is not consciously managed to create buy-in and deal with resistance.
Program management,Process management, change management are not seen as seprate capabilities and are poorly aligned.
Lack of focus on clear, shared goals embedded in Program, Process and Change initiatives.

Scenario

The participants in this simulation form the ‘Union’. A group of 4 countries. These countries form a value chain. The end point in this value chain is ‘Touristiana’, a tourist dependent country comprising of a number of Cultural and Historical sites which tourists flock to visit. Every year thousands of tourists arrive at the airport and are driven to their destinations in taxi’s.

Taxis are the primary source of transport for tourists also visiting the historical sites. The taxi’s make a good living from the tourists. The other countries in the union have factories producing engines and parts, factories building taxi’s, refinery’s to produce petrol and gas, and energy companies delivering electricity. The Union is dependent for its Oil supply from countries outside the Union.

During the game one sub-team will be executing the processes within this value chain producing cars and generating revenue.

A second sub-team, The ‘Union commission’ will develop a plan aimed at managing a complex change to the value chain; a shift towards sustainable energy, reduced pollution. The new value chain will no longer be dependent upon dwindling and costly oil supplies. Their aim is to ensure that within 6 game rounds the change is realised and that the new value chain is operational.

Objectives

The learning objectives are dependant upon what your organisation is trying to achieve, where you are on your Improvement initiatives and the problems and issues you are trying to solve. These are some of the objectives achieved during this training:

  • How to plan and manage an organisational change initiative
  • How to combine program management, process management and the management of organisational change capabilities into an effective approach
  • How to prevent a change within your own team or program from failing
  • How to pragmatically apply the approach of Kotter for realising change
  • See, feel and experience a change initiative in this simulated environment and discover
    critical success factors to take away and apply in your change initiative

Contact

Contact

Gijs-Jan Huisman

Regional Director EMEA +44 (0)7850 776 090