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High Value Learning using Business Simulations with in-company facilitation.

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High Value Learning using Business Simulations with in-company facilitation. Jeremy J. S. B. Hall, Churchill Fellow, FRSA www.simulations.co.uk – PowerPoint PPT presentation

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Title: High Value Learning using Business Simulations with in-company facilitation.


1
High Value Learning using Business Simulations
with in-company facilitation.
  • Jeremy J. S. B. Hall,
  • Churchill Fellow, FRSA
  • www.simulations.co.uk

2
  • 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

3
Business Simulation the business training
equivalent of the flight simulator
REVIEW
SIMULATE
PREPARE
P-2
P-3
P-4
P-5
P-2
P-1
P-3
P-4
P-5
MAKE DECISIONS
SIMULATE
REPLAN
ANALYSE RESULTS
4
Business Simulation the system
5
The training managers survey results
  • The two top issues
  • Almost half of training managers have found their
    main challenge over the past 12 months to be a
    lack of budget
  • 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 - 1629

6
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 its
    issues.
  • Jump to Case Study 2

7
Case Study 1 Schneider Electric/Square D
  • Schneider Electric is the worlds power and
    control specialist.
  • American division sells via electrical
    distributors.
  • USA Operation.

8
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

9
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.

10
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.

11
Schneider - Evaluation
  • Feedback from Schneider Electric/Square D
  • 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.

12
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

13
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.

14
Gambro A Solution
  • Find a simulation that could be run in-house,
    replicate the business and its issues.
  • To provide an Exploration of How our Business
    Might Function Under YOUR Leadership

15
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.

16
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

17
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
xxxx
18
Needs The Trainer
Industry Wisdom
Business Experience
Business Knowledge
Presentation Skills Traditional Instruction Coaching Challenging
Ideal
Problem
A role for a retiring baby boomer?
19
Jeremy J. S. B. Hall jeremyhall_at_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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