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Ask Agger - Bringing the Board Game to the Board Room

Presenter: Ask Agger, CEO, Workz In a digital age where everybody worships technology, a growing number of companies, especially in Scandinavia and Europe, are going in the opposite direction. Instead of e-learning, apps or social media, they use physical simulations inspired by board games to accelerate the organization’s ability to learn and adapt to change. Inspired by the old Prussian tradition of Kriegsspiel (war games) these companies use physical simulations as a training ground, where leadership skills, business understanding and key strategies can be tested and fine-tuned before implementation in real life. Hear about cases and experiences from industry leaders within sectors like pharmaceuticals, shipping, finance, service and biotech.

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Ask Agger - Bringing the Board Game to the Board Room

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  1. BRINGING THE BOARD GAME TO THE BOARD ROOM ASK AGGER

  2. Workz  A/S  ©  2015  

  3. Workz A/S © 2015 – www.workz.dk

  4. Workz A/S © 2015 – www.workz.dk

  5. Our passion: To empower organizations to change themselves and their world through involvement Workz A/S © 2015 – www.workz.dk

  6. Workz A/S © 2015 – www.workz.dk

  7. Workz A/S © 2015 – www.workz.dk

  8. TRAINING KINGS AND GENERALS

  9. THE KING GAME OF UR Mesopotamia (current Iraq) App. 2600 B.C. Inspiration: Jacob Schmidt-Madsen Workz A/S © 2015 – www.workz.dk

  10. CHATURANGA India App. 600 A. D. Inspiration: Jacob Schmidt-Madsen Workz A/S © 2015 – www.workz.dk

  11. LI HE’S CIVIL SERVANT TRAINING GAME China App. 900 A. D. Inspiration: Jacob Schmidt-Madsen Workz A/S © 2015 – www.workz.dk

  12. KRIEGSSPIEL Prussia 19. Century Inspiration: Jacob Schmidt-Madsen Workz A/S © 2015 – www.workz.dk

  13. A WAR STORY…

  14. THREE GAPS Intent   Effect  gap   Knowledge  gap   AcBons   Plans   Alignment  gap   Workz A/S © 2015 – www.workz.dk Source:  Stephen  Bungay  and  Von  Motke  the  Elder.  

  15. THREE GAPS Intent   Detailed  analysis   and  plans   Detailed  control   Effect  gap   Knowledge  gap   AcBons   Plans   Detailed  instrucBons   Alignment  gap   Workz A/S © 2015 – www.workz.dk Source:  Stephen  Bungay  and  Von  Motke  the  Elder.  

  16. THREE GAPS Intent   Simple  instrucBons  and   Detailed  analysis   and  plans   short  term  plans   Give  a  clear  mandate  to   Detailed  control   create  results   Effect  gap   Knowledge  gap   AcBons   Plans   Share  the   Detailed  instrucBons   strategic  intent   Alignment  gap   Workz A/S © 2015 – www.workz.dk Source:  Stephen  Bungay  and  Von  Motke  the  Elder.  

  17. THREE WAYS GAMES CAN SUPPORT STRATEGY AND CHANGE: 1) Knowledge gap: Making the strategy (market simulations/war rooms) 2) Alignment gap: Sharing the strategy (strategy simulations) 3) Effect gap: Leading the transformation (leadership simulations) Workz A/S © 2015 – www.workz.dk

  18. MAKING THE STRATEGY Workz A/S © 2015 – www.workz.dk

  19. WAR ROOM: UNDERSTANDING PUTIN Workz A/S © 2015 – www.workz.dk

  20. RUSSIA VS. THE WEST WESTERN BRIEF OVERALL POSITION AND SITUATION The key concerns of most European countries are lack of economic growth, huge public debt and high unem- Within EU, there are internal disagreements about how to respond to the Russian aggressions and how much ployment rates. National security is closely linked to membership of the NATO alliance and support from the confrontation with Russian forces. economic relations with Russia or are depending on Russian gas supplies. KEY OBJECTIVES These are your key objectives for the game: • Counter Russian aggressions and dominance in Eastern Europe, especially towards Ukraine, Georgia, Mol- davia and the Baltic countries. • If possible, find a fast solution to the crisis that will limit the negative impact on the European economy. USA. Many European countries have very limited military capabilities that are operational and useful in a direct RUSSIAN BRIEF OVERALL POSITION AND SITUATION living conditions of the population. The government’s resilience towards the public’s hardship is significant, West. However, smaller parts of the armed forces are well trained and possess sophisticated weapons on par • Avoid direct military confrontation with the West, especially USA. • Control the development in Eastern Ukraine in order to maintain control of Crimea and to prevent the gov- • Ensure continued support of the Russian public and supress internal opposition. EU/NATO can and should engage with Eastern Europe and Caucasus. Many European countries have strong • Avoid direct and uncontrolled military confrontations with Russia. Protect and expand the legitimacy of the NATO alliance. • Help the government in Kiev in their efforts to create a modern liberal state. Avoid a collapse in Ukraine National security issues have key priority, even if there are consequences for the national economy or the Due to lack of proper funding, the Russian military as a whole is not ready for a major confrontation with the and there is strong support for the president and his agendas. The impact of public protesting is very limited, with NATO’s most modern equipment. These are your key objectives for the game: • Hinder and, if possible, push back the eastward expansion of NATO. Explore any opportunity to create a claims of Denmark and Canada in the region to establish a position of strength for future negotiations. If possible, find ways to influence, and possibly raise, the price of oil and gas. and the likelihood of this leading to a regime change is very small. The economic situation is severe and due to low oil prices and Western sanctions it is rapidly deteriorating. with uncontrollable humanitarian consequences and massive numbers of refugees fleeing to EU member states. KEY OBJECTIVES situation in the Baltic countries that will undermine the influence of NATO and the West. • Keep control of the Tartus navy base and prevent the downfall of Assad’s regime in Syria. ernment in Kiev from joining NATO or EU. • Enforce control of the Nord-East Passage and Russian interests in the Arctic. Counter the aggressive • Support the Russian economy by making sure that the Western sanctions have limited scope and duration. WAR ROOM™ EASTERN CONFLICT Workz A/S, Kronprinsessegade 20, 1306 Kbh. K (+45) 88 88 82 50, contact@workz.dk Workz A/S © 2015 – www.workz.dk WAR ROOM™ EASTERN CONFLICT

  21. DIPLOMACY AND MILITARY Workz A/S © 2015 – www.workz.dk

  22. CONSEQUENCE AND SURPRISE Workz A/S © 2015 – www.workz.dk

  23. WAR ROOM: TELE COMMUNICATION Workz A/S © 2015 – www.workz.dk

  24. WAR ROOM: BUSINESS INTELLIGENCE Workz A/S © 2015 – www.workz.dk

  25. WAR ROOM: FINANCIAL SECTOR Workz A/S © 2015 – www.workz.dk

  26. WAR ROOM: ARABIC SPRING Workz A/S © 2015 – www.workz.dk

  27. WAR ROOM: R&D STRATEGY Workz A/S © 2015 – www.workz.dk

  28. SHARING THE STRATEGY Workz A/S © 2015 – www.workz.dk

  29. STRATEGY SIMULATIONS: PHARMA Workz A/S © 2015 – www.workz.dk

  30. STRATEGY SIMULATIONS: SERVICE Workz A/S © 2015 – www.workz.dk

  31. STRATEGY SIMULATIONS: SERVICE Workz A/S © 2015 – www.workz.dk

  32. LEADING THE TRANSFORMATION Workz A/S © 2015 – www.workz.dk

  33. Workz A/S © 2015 – www.workz.dk

  34. GAMECHANGERS™ – STAKEHOLDER ENGAGEMENT Workz A/S © 2015 – www.workz.dk

  35. WALLBREAKERS™ – CHANGE LEADERSHIP Workz A/S © 2015 – www.workz.dk

  36. STREAMLINERS™ – FINANCIAL FOCUS IN COWI Workz A/S © 2015 – www.workz.dk

  37. REFLECTIONS

  38. REFLECTIONS New behavior = Motivation x Ability x Trigger High   Mo(va(on   MOTIVATION   TRIGGERS   Low   Mo(va(on   ABILITY   Hard  to  Do   Easy  to  Do   Workz A/S © 2015 – www.workz.dk Source:  BJ  Fogg  

  39. REFLECTIONS - SEVEN PITFALLS 1.  Fluffy  learning  objec(ves   2.  To  much  compe((on   3.  To  much  complexity   4.  To  fare  distance  to  own  situa(on   5.  Detached  game  mechanics   6.  Lack  of  reflec(on  and  triggers   7.  Technology  geVng  in  the  way   Workz A/S © 2015 – www.workz.dk

  40. WALLBREAKERS™ – CHANGE LEADERSHIP Workz A/S © 2015 – www.workz.dk

  41. A LEADERSHIP SIMULATION ABOUT CHANGE Focus  is  on  the  human  aspect.   Based  on  theories  on  change  management  and  leadership  as  well  as   personality  types  -­‐  John  KoPer,  Rick  Maurer,  Daniel  Goleman  and  MBTI  /DiSC.    It  involves  change  processes:   •  Three  different  phases  in  change  processes.   •  Understanding  resistance.   •  Individuals  react  differently  to  change.   The  game  is  based  on  a  ficBonal  case:  the  large  IT-­‐service  company  TLA  buys   up  the  smaller  Nordicon.   Focus  on  sharing  lessons  learned,  concerns  and  good  advice.   Used  either  in  leadership  academies  or  to  support  specific  change  iniBaBves.   Available  in  7  languages  and  used  by  more  then  20.000  managers.       •  •  •  •  •  •  •  Workz A/S © 2015 – www.workz.dk

  42. CHANGE IN BRIEF Change is normal. Resistance to change is a common reaction. We resist because we want to protect something valuable. Everyone reacts differently to change. We react on the basis of previous experience and personal values, opinions and preferences. Good change leadership involves dealing with different employees differently through the phases of change. •  •  •  •  •  •  Workz A/S © 2015 – www.workz.dk

  43. JOHN KOTTER’S 8 STEPS 1.  Establishing a sense of urgency 2.  Creating a powerful guiding coalition 3.  Developing a change vision and strategy 4.  Communicating the change vision 5.  Empowering employees for broad-based action on the vision 6.  Generating short-term wins 7.  Consolidating gains and producing more change 8.  Anchoring new approaches in the culture Workz A/S © 2015 – www.workz.dk

  44. RICK MAURER’S 3 LEVELS OF RESISTANCE Workz A/S © 2015 – www.workz.dk

  45. “We don't stop playing because we “We don't stop playing because we grow old; we grow old because we grow old; we grow old because we stop playing stop playing” ” - - George Bernard Shaw George Bernard Shaw

  46. www.workz.dk aa@workz.dk @askagger

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