2. Who We ArePresence across the globe 3. What We DoExperiential Learning a deep body of theoretical literature asserts thepowerof simulations tochange behavior The McKinsey Quarterly 4. Why is it so effective? Source: National Training Laboratories.Bethel, Maine 5. What do we offer? Fun, engaging and challenging learning experiences Board-based Business/financial acumen & commercial awareness Computer-based Strategy communication Role play-based Leadership & customer satisfaction eLearning Pre/post work implementation exercises, and action planning 6. What do we offer? Our Simulation Categories Classic off the shelfCustomized adapted Created From scratch 7. How does it work?/ Classic Simulation : Strategic PlanningDecisions Action Cycle and Compete Reporting, analysisand debriefs SME presentation & New Tools 8. Board-based simulations Business acumen & commercial awareness 9. Computer-based simulations Strategy communication 10. Role-play simulations Leadership & customer centricity 11. Elearning pre & post work to enhance implementation 12. What are the benefits?
- Real andcompetitivemarket
- Test and develop knowledge
13. What are the benefits?
- Experience consequences of decisions
14. A.C.E. Principle Experience:the resulting experiential learning has a profound and positive impact on your business and employees Analyze: we analyze your business needs and establish your desired outcomes Create:we create a simulation that measurably achieves these outcomes 15. Some of our clients
- Stanford Graduate School of Business
16. What do our clients say? In my opinion, there is no better training program than Value Creation in the Nestl world and Im prepared to bet a cup of Nescaf, a giant scoop of Dreyers ice cream or a four-finger KitKat that the participants share my view. Angus Freathy,Nestl 17. A Case Study: Borg Warner Following a management buyout, the team at BorgWarner needed to focus on cash flow. We surveyed employees to learn what they needed most, and they told usoverwhelminglythat they wanted more financial expertise, recalls Skip Cline (VP of Acquisition Coordination and Special Projects)The s olution wasCorporate ProfitAbility. Twelve years later, with over 50 ProfitAbility programs under its belt and more than 900 employees trained, BorgWarner runs ProfitAbility o n three continents in six languages . Cline estimates the company spends about 15% of its annual training budget on ProfitAbilitys offerings and that his team has beenvery pleasedwith the return on investment.Through years of playing the business simulation, BorgWarner has developed some best practices.The controllers discovered, for example, that they could easily run it at every organisational level, so long as players work in different units and have similar levels of financial knowledge. The simulations can get cutthroat, but people walk away with ideasthey can readily take back to their jobs. 18. A Case Study: Nestl Concepts such as Shareholder Value and Economic Profit were central to the then CFOs pioneering strategy, but were not commonly understood by managers making important decisions every day.Nestl and ProfitAbility worked on customizing a generic ProfitAbility simulation, to match the specific nuances of Nestls activity within the food industry.The new program was named Value Creation.Project sponsor, Angus Freathy, says:The value comes from the fact that the model is sufficiently realistic that we can draw valuable parallels with Nestl real lifewithout being so complex that participants need years of experience to understand it and appreciate its relevance. when we talk about Economic Profit in a cross-discipline, cross-continent meeting, everyone who has experienced Value Creation has the same, accurate understanding of what we mean. In my opinion, there is no better training program than Value Creation in the Nestl worldand Im prepared tobet a cup of Nescaf, a giant scoop of Dreyers ice cream ora four-finger KitKat that the participants share my view. 19. Why ProfitAbility?