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
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- 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?
