High Value Learning using
Business Simulations with
in-company facilitation.
Jeremy J. S. B. Hall,
Churchill Fellow, FRSA
www.simulations.co.uk
Explore how in-company staff can facilitate
computer business simulations to
minimise cost and maximise learning
transfer.
• See how and why companies use simulations
with in-company facilitators
• Learn what you need to get “up and running”
with minimum investment
• Understand how to run a simulation on your
course for your staff
• Determine how to choose the right simulation
for your needs
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Business Simulation
the business training equivalent of the flight simulator
SIMULATE
PREPARE
P-1
P-2
P-2
REVIEW
P-3
P-3
P-4
P-4
P-5
P-5
MAKE
DECISIONS
REPLAN
SIMULATE
ANALYSE
RESULTS
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Business Simulation
the system
Teams of 4 or 5
Decisions & Results
Coach & Challenge
Tutor Support
Information
Learning “manager”
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The training managers survey
results
The two top issues:
1. Almost half of training managers have found their
main challenge over the past 12 months to be a
lack of budget
2. Most see developing an understanding of a
company's exact needs and culture to be most
important in an external provider
http://www.trainingzone.co.uk/topic/reed-learning-stats/146124
Posted by Jon Kennard in The training cycle on Tue, 10/05/2010 - 16:29
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Why in-company facilitation?
• Trivial answer: Because external
training consultants are expensive.
• But, more importantly, to ensure
relevant and transferable learning,
the trainer must understand the
learners’ business and it’s issues.
Jump to Case Study 2
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Case Study 1 – Schneider
Electric/Square D
Schneider Electric is the world’s power
and control specialist.
American division sells via electrical
distributors.
USA Operation.
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Schneider – The Needs
• Improve sales engineers “Business to
Business” knowledge
• Replicate a Schneider Distributor
• Be run by Schneider staff
• Active Learning
• Last no more than a day
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Schneider – A Solution
Recalibration of an existing simulation to
replicate a Schneider distributor.
Progressive introduction of issues,
decisions and results.
One day, stand-alone activity.
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Schneider – The Outcomes
Customisation
Pilot & Train-the-Trainer
Each simulation run tutored by Schneider staff.
The simulation eight times across the USA in
the first year (2004). Still in use (2010).
Use extended from sales people to complete
regions and Head Office staff.
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Schneider - Evaluation
Feedback from Schneider Electric/Square D
1.
2.
3.
4.
Recalibration ensured the simulation was real world
Continuous introduction of new ideas kept
everyone interested
Training by Schneider employees was more about
local market knowledge than cost
Each decision needed to be accounted for by
another to maximize impact. Schneider has been
trying to teach thinking through the process for
years – this class helped them understand.
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Case Study 2: Gambro AB
A large multinational medical company
with over 7,000 employees which, at the
time, was organised into separate
divisions;
Finance & Business Development
Three Sales Regions which encompassed
the globe
Global Marketing,
Operations
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Gambro – The Problems
Little interaction between different divisions
Only the Executive Committee had an overall view of how
the organisation functioned as a whole.
Executives were excellent in their specialities but did not
have a good understanding of the entire entity nor of
the financial impact their divisions.
Looking to move from a product oriented organisation to a
service oriented one.
Wanted sales people to move from selling individual
products tp selling complete systems and their
associated services.
Also the Executive Committee was stressing the
need for financial excellence and cash generation.
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Gambro – A Solution
Find a simulation that could be run inhouse, replicate the business and its
issues.
To provide “an Exploration of How our
Business Might Function Under YOUR
Leadership”
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Gambro – The Outcomes
Each simulation run tutored by a Gambro
senior manager.
The simulation was run fourteen times
around the world and 320 senior
managers participated.
In individual, stand-alone sessions or on a
distance-learning basis via the Internet.
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Gambro – Evaluation
Participant Evaluations (scored 1 to 7)
– at 5.8 as a learning experience
– and 6.0 as a fun experience
Pre-post Financial Knowledge Gain 40 – 50%
Participant Comments
• a better understanding of business decisions by Executive Management’,
• understanding of conflicting priorities,
• balance the elements: growth, profitability and cash’
• it is “real time” learning
And “the programme deliver(ed) all that was expected and more”
Jamie Stokoe, Director, People & Organisational Development
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Needs: The Simulation
Match Industry Structure & Financials
Address Issues – Learning & Business
Consider Prior Learning & Experience
Focussed (lean)
Has Tutor Support
Off-the-ShelfCustomiseBespoke
Increasing Cost
£xxx
£xxxx
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Needs: The Trainer
Industry Wisdom
Ideal
Business Experience
Business Knowledge
Presentation
Skills
Traditional
Instruction
Coaching &
Challenging
A role for a retiring “baby boomer”?
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Jeremy J. S. B. Hall
jeremyhall@simulations.co.uk
www.simulations.co.uk
Full Case Studies
Schneider: www.simulations.co.uk/casestudies/case01.pdf
Gambro: www.simulations.co.uk/casestudies/case02.pdf
from knowledge through simulated experience to wisdom
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